To effectively play the orchestra, there needs to be a centralized transformation function that defines “the music” that the various initiatives follow in conducting the activities in the missing middle. It should define the overarching guardrails for experience, business, and technical architecture for all of the initiatives in the portfolio. It should also have methods for maintaining ongoing dialogue with initiative teams so they can verify alignment with the guardrails and have visibility into execution to navigate portfolio-level issues, ensuring that the outcomes of one initiative complement, rather than conflict with, those of another.
The degree to which these capabilities are decentralized at the initiative or centralized at the portfolio level will vary based on the goals of the organization regarding consistency, governance, speed, and agility. Over time, most organizations settle in with a hybrid model.
If you’re only getting faster, you may be doing it wrong
If your transformation efforts feel more like an exercise in operational efficiency rather than a fundamental shift in how your business operates, it may be time to reconsider your approach. True transformation is not about doing the same things better—it is about redefining what is possible. A dedicated transformation office, equipped with the right order, rigor, and purview, can be the difference between incremental improvement and a true reinvention of your business model. By focusing on the missing middle and aligning strategic activities before execution, organizations can drive meaningful, sustainable change that extends beyond efficiency and into the realm of true competitive advantage.
