Digital transformation is always a balancing act between the strategic and the tactical.
After a recent check-in with the CEO, it’s clear that the organization recognizes the need to modernize—after all, it’s operating on 20-year-old processes. The challenge, however, is the current financial reality: costs are up, revenue is down, and a period of staff rightsizing is ahead. In times like these, leadership naturally prioritizes efficiency and quick returns over foundational governance.
One of my recommendations was to establish a centralized PMO to bring structure to how projects are selected, approved, and executed—ensuring that transformation is strategic, not reactionary. However, the CEO was more focused on immediate wins rather than building governance first. While this is understandable, short-term optimizations without a structured intake and prioritization process can lead to fragmented efforts that don’t scale. Within this organization lone, there are countless examples of project failure (by many definitions, including not fit for purpose, negative ROI, implementation delays leading to obsolescence).
The missing piece right now? Business Analysts (BAs).
Before we can build a roadmap for transformation, we need a clear view of the inefficiencies that exist today. We need to understand where we are (processes, tools, frameworks) in order to map the steps to where we are going. Skilled BAs can dissect processes, identify waste, and quantify opportunities for automation—providing the data needed to prioritize the right projects. While the CEO may see governance as secondary, a structured approach to process analysis aligns with his focus on cost-cutting and quick wins. So, how do we present the foundational transformational toolset as a cost-saving exercise first, and a strategic reinvention second.
Approach: Align with CEO Priorities While Staying on Course
Reframe Governance as Efficiency, Not Bureaucracy
Instead of talking about a PMO as the arbiter of “governance,” instead, position it as a cost-control mechanism—a structured way to prioritize and execute initiatives that directly reduce expenses.
Deliver a Tactical Win in the Next 60 Days
Identify 1-2 inefficient processes where automation or restructuring can quickly reduce costs or time spent on repetitive tasks. Use this as a proof of concept for the broader transformation effort.
Bring in or Develop Strong Business Analysis Capabilities
Either hire or upskill internal talent to map out inefficient workflows and quantify how much waste exists in the current processes. Use this data to create a clear, numbers-driven case for prioritizing digital transformation efforts.
Speak the Language of the Business
Instead of pitching a PMO or long-term transformation, focus discussions instead on cost savings, efficiency, and rapid ROI, which are immediate executive priorities.
Final Thoughts
While I still believe structured governance is the cornerstone to sustainable transformation, I recognize that timing and framing matter. Right now, the best way to get executive buy-in isn’t by leading with long-term strategy but by showing measurable impact in the short term. By aligning what I know needs to be done with how leadership sees the business today, I can keep driving transformation forward—even if the starting point looks different than I initially envisioned.
As transformation leaders, our own personal transformation and the digital transformation we apply to our organizations are sometimes interdependent. We aren’t just modernizing processes—we’re adapting strategy, communication, and execution to fit the reality of the moment. This is real digital leadership: not just pushing for change, but understanding when and how to push, so that the change actually takes hold.