Introduction Business transformation referred to the management change strategy that targets alignment of the human resource, process and the firm’s technology to the business vision and strategy. This process is very critical for organisations and research indicated that many struggling organisation have failed in this area Objective This process helps in supporting and innovating new strategies for the success of the business by changing form, shape and appearance. Step 1: Mobilization of Management Team The business has a very experienced team led by Justin King. A new unified operating board was restructured in 2004. This was specifically designed to ensure open accountability and concentrate on outcomes. The operating board got new members with experts being filling the positions of finance, communication and property. These new team is greatly skilled and professional   * Basically, the team has exhibited outstanding retailing skills and has excellent delivery track record (Competition Commission 2000, p. 23)   * The gesture of recruiting talented team demonstrated a strong belief in and a greater zeal to be part of the team to take Sainsbury through recovery   * There is continuing recruitment and internal talent development in place that seeks to prepare workers for senior management positions.   * The business has also aligned management performance incentives with shareholder interests (Competition Commission, 2000, p. 23). The process is begun immediately and provides a roadmap on how the entire organisations resources will be mobilized. Transformation is an ongoing process and there is no distinct end to the process but rather ach step is a lifesaver for the company. Sainsbury has a clear set plan for new sales-oriented profit recovery plan that was designed after thorough scrutiny of its business performance and operations (McAlexander & Hansen 1999, p. 16). Step 2: Translating strategy into Tangible Terms According to its chairman, Philip Hampton, the sale-led program is the best approach that Sainsbury can use to deliver its long-term goals and maximise profits once more. The initiative concentrates on delivery growth by dealing with customer proposition (McAlexander & Hansen 1999, p. 16). The workforce team has great retailing expertise and therefore delivery of the shareholder value will be an easy task (Competition Commission 2000, p. 23). According to Justin King, Sainsbury has great brand equity and this is exactly what its customers want – to get high quality food at a reasonable price. Nonetheless, Sainsbury has not been able effectively deliver on this goal. There the business transformation has not been able to realize most of its likely objectives and improvements in operation and cost benefits (Grover & Markus 2008, p. 13). Failing to meet these objectives has destructed the company from investing and providing customer value. Specifically, the challenges that have been presented are the main obstacles to the store colleagues in delivery of the satisfactory services to its clients and consequently this has caused a reducing market share (Warnaby et al 2005, p. 195). A long-term process is now being set to try fixing the operational basic and more radical