Plan the fallback before a move phase becomes hard to reverse

Choose a specific interruption, such as the destination being unable to accept a defined job family when expected. State what has already happened by that point and what remains available.

A fictional plan might have two decision points:

Before work transfers. The old operation still provides the accepted service. The team can consider postponing the transfer, subject to the actual property, customer and supplier arrangements. The decision needs current evidence about how long that option remains available.

After the old function is unavailable. The same postponement no longer restores service. The business needs another assessed and agreed response, which may involve revised commitments or a suitable external arrangement. Any proposed restart needs competent assessment, and an asset sale cannot simply be assumed reversible.

The difference between those points determines when the owner needs the answer. Put that point on the phase plan before commitments remove the easier option.

For every proposed response, write what must be available, who can approve it and how long it could support the affected work. Identify the costs and decisions requiring further advice.

If the fallback depends on more time in the old premises, take the extension question to the property adviser and appropriate parties. A draft fallback does not create an occupation right.

If it depends on an external provider, identify the technical and customer acceptance still required. If it depends on changing delivery commitments, ask the responsible commercial people to review the actual agreements. Keep unresolved options labelled as proposals.

The go-or-pause meeting should see the current fallback and its limits. Ask whether a changed circumstance has removed an option that was available when the plan was first written.

Do not keep an elaborate fallback simply because it is reassuring on paper. If its permissions, resources or acceptance cannot be established, record that fact. The phase decision may need to change as a result.

After a delay, use the customer-commitment review to identify the work actually affected. Some orders may remain deliverable while others need a new decision.

Tell UK Auction Group where a proposed surplus release depends on the fallback remaining available. Keep the business's current position clear before confirming instructions. Any change to an existing sale arrangement needs discussion under its actual terms; a fallback note cannot undo it.

More transition planning is in Phased moves and continuity.