In a digital world in which firms struggle with digital transformation, moving beyond the mere introduction of technologies to leveraging their transformational potential becomes increasingly relevant. Technochange, i.e., the strategic use of IT to derive organizational benefits by integrating IT introduction and complementary organizational changes, presents a promising approach in the context of digital transformation. Yet for the IT function, conducting technochange requires a fundamental change in the way IT work is done. Despite previous research that addresses the particularities of technochange, no research has been conducted on the challenges faced when IT projects transition after applying a TC approach and on strategies to overcome them. In answering this question, we apply socio-technical systems theory as a conceptual research lens to study the transition process of an IS infrastructure project in a mid-size omni-channel retailer. The results of our longitudinal in-depth case study suggest that this transition process is characterized by challenges of exported problems and structural issues that can be overcome by intervention strategies of bricolage, borrowing competence, and building alliances. Our research contributes to technochange literature by outlining the transition from IT to technochange projects and provides practical guidance on how to manage this transition.