South East (SE) is one of the major assets in Abu Dhabi Company for Onshore Petroleum Operations Ltd (ADCO)'s portfolio. Until 2013, SE was producing from fields (Asab, Sahil and Shah) and 2 new fields (Qusahwira & Mender) which were under development. The initial operation philosophy for the new fields was to have a centralized operation organization with necessary support functions at Asab and to deploy only the facility operating resources at respective fields. Due to the change in company strategy, SQM (Shah, Qusahwira & Mender) has been spin-off from SE and a new organization was put in place while Qusahwira (QW) was moving from commissioning to production in 2013. SQM Operation Management Team (OMT) has initiated a business transformation program to ensure required business processes were in place for the new organization to seamlessly integrate the development asset in to a producing portfolio. Assigned task force acted as a program management office and process champions were allocated within the major Level 1 (L1) processes for its implementation. Finally SQM has successfully integrated into the existing organization through implementation of necessary business process within the asset. The paper will discuss the detailed methodology, challenges faced and the change management initiatives implemented during commissioning to production transition.