Good operational readiness models are often an after-thought. Most people, including leadership, are focused on business as usual. As a result, operational readiness budgets do not get enough attention and are often inaccurate. This makes selling the value of operational readiness difficult. For operational readiness projects to succeed this is not a good outcome. It is vital that there is strong link between business as usual and operational readiness. The change management required is also often overlooked. When change is taken seriously, the entire team can be aligned. This means scoping together, planning together, and executing together. This process is invaluable in instilling a culture that continues to take operational readiness seriously.