service transition

One of the common controls in this area is the implementation of a Corporate Code of Conduct. Such codes are directive controls and do not enforce “ethical” behavior. Where they are combined with detective controls designed to identify breaches of the code and corrective controls designed to take effective action where such breaches are identified, they may serve as a means of expelling non-conforming members of a population.

Codes of Conduct should be in place for all companies (recommended in 1987 by the Treadway Commission and confirmed by King II4) and should be enforced. They assist in setting an ethical tone at the top of the organization and must apply to all levels from the top down. They open channels of communications between management and employees and assist in the prevention of, for example, fraudulent reporting.

Codes of Conduct are based upon a shared understanding of the values including but not limited to:
- Honesty. No intentional deception
- Integrity. One standard of conduct for all involved
- Morality. Acting in terms of accepted social norms
- Equity. Acting in a fair manner with equal treatment for all

There can be several motivations for any business process reengineering (BPR). The motivation will affect the nature, focus, and probable success of the intervention.

Survival as a Motivation
Indications for re-engineering
- Outgrowing capacity
- Value added versus revenue
Under this motivation the major success factor may be the speed of automation and the primary focus is the core operation of the organization with the intention being "Don't Automate Obliterate"

Elimination of Competitive Disadvantage as a Motivation
Indications for re-engineering
- Losing market share
- Performance lag

The role of Service Transition is to deliver services that are required by the business into operational use. Service Transition delivers this by receiving the Service Design Package from the Service Design stage and delivering into the Operational stage every necessary element required for ongoing operation and support of that service. If business circumstances, assumptions or requirements have changed since design, then modifications may well be required during the Service Transition stage in order to deliver the required service.

Service Transition focuses on implementing all aspects of the service, not just the application and how it is used in ‘normal’ circumstances. It needs to ensure that the service can operate in foreseeable extreme or abnormal circumstances, and that support for failure or errors is available. This requires sufficient understanding of:

- potential business value and who it is delivered to/judged by
- identification of all stakeholders within supplier, customer and other areas