CHAPTER 7

GOVERNING THE TRANSFORMATION

My fault, my failure, is not in the passions I have, but in my lack of control of them.

—JACK KEROUAC

Even with a strong, engaging vision, it is extremely difficult to channel your organization’s efforts in a single direction. Large, complex companies are full of entropy, constantly moving in the direction of less order rather than more. Once engaged in a compelling vision, managers throughout the company may move in their own directions to make the vision a reality. Other managers, not having bought into the vision, may try to ignore it. Some units may move too slowly, while others may introduce risk by moving before they have truly thought through regulatory, security, and organizational risks. Other units may waste resources on duplicative, uncoordinated, or incompatible efforts.

That’s where digital governance comes in. Digital governance helps to steer the company’s digital activities in the right direction. It turns the diverse energy of employees throughout the organization into a coherent engine that drives digital transformation forward.

DIGITAL GOVERNANCE AT P&G

Procter & Gamble (P&G) is a global consumer goods leader. Headquartered in Cincinnati, Ohio, it has operations in about seventy countries and more than 120,000 employees. In 2013, the company had sales of more than $84 billion. P&G’s ex-CEO Bob McDonald recognized the transformative potential of digital technologies for traditional industries. He set a clear goal: “We want Procter & Gamble to be the most digitally-enabled company in the world.”¹ Achieving such a goal required a focus on digital throughout the company, which McDonald described in this way: “[We want] to digitize the work of the company from the creation of molecules all the way to running our factories off of the point of sale data of our retail partners.”² P&G subsequently embarked on a multiyear digital transformation program to make that happen.

McDonald’s vision was enough to set the transformation in motion, but more was needed to make the transformation successful. P&G needed very strong digital governance to turn the vision into reality across the company’s many brands and regions. With the right governance mechanisms in place, P&G could allocate digital funding wisely, promote sharing across business units, provide centralized tools and skills to help business units innovate, and start to build a digital culture across P&G.

Foundations of Digital Governance

Fortunately, in building digital governance, P&G did not need to start from scratch. Although the idea of centralized governance can run counter to the culture of large diversified companies, P&G already had useful elements in place. In particular, Global Business Solutions (GBS), the company’s shared services unit, is one of the four pillars of P&G’s corporate structure. Originally an evolution of the company’s IT unit, GBS today provides more than 170 shared services and solutions from six hubs to over three hundred P&G brands globally. In its thirteen years of operation, it has reduced the cost of shared services by 33 percent and halved the time to market for new products.³ The unit is led by Filippo Passerini, group president of GBS, who also serves as P&G’s CIO.

Establishing Digital Leadership

Passerini’s dual role gives him a unique perspective on technology and its impact on business: “For us, technology is never the starting point. Technology is the enabling tool. The real driver for business transformation is a change in work processes, business processes or culture—in the way employees work and operate, rather than the technology per se. We prefer to be technology agnostic.”⁴ He proved himself as a leader of GBS not only by improving the unit’s performance and increasing its scope of responsibilities, but also by elevating its strategic role in the organization. According to Passerini, “The mantra in our organization is that we wake up every morning with the idea that, today, we are working to become distinctive—and not become a commodity. If we become a commodity, then it would be all about cost.”⁵ To do this, he explained, “We think you need to start with the end in mind of what is the business value, and then work backwards into all the steps that unequivocally lead to that business value creation.”⁶

When McDonald announced his new digital vision, Passerini was a natural choice as its leader. According to McDonald, “IT is the key enabling function in delivering our digitization strategy.”⁷ As head of IT and GBS, Passerini could mobilize the capabilities and relationships of GBS to meet the digital challenge. He became the company’s de facto chief digital officer (CDO). As McDonald explained, “He is a group president of a business, not just a functional leader, a key member of our P&G leadership, and the one I hold accountable for the delivery of this all-important [digitization] strategy.”⁸

Building a Digital Services Unit

GBS is responsible for leading the effort to digitize the company, providing governance, technology, processes, and tools to make P&G’s digital vision a reality. The aim is to help the company become simpler, flatter, faster, and more agile.⁹

Going digital for Passerini meant building an environment based on real-time operations. Digital governance was organized around three key principles: standardize systems, process, and information; automate to eliminate non-value-added interactions; and accelerate decision making via real-time information.¹⁰ P&G started the journey by identifying the core processes that the company was running on—some one hundred processes. In conjunction with business units, the digital team’s role is to identify transformational improvements and find combinations of process and technology to make them happen.¹¹

In P&G’s digital governance model, the centralized team provides end-to-end services to support the business needs of the operating units and brands. GBS focused its digital services on four main areas: consumer engagement, value chain innovation, business intelligence, and organization development.¹² “We manage it like we would the launch of a new brand, a new product,” Passerini says. He tapped into the famous brand culture of P&G to structure the roles of the people in the central unit—naming individual roles as “service managers.” The title came with clear responsibilities: set internal prices, monitor quality, and develop innovations. To create digital champions, Passerini also embedded IT people in various business units and made them accountable for delivering business results, from saving money to speeding products to market.¹³

Governing Technology Innovation

P&G has built a multilayered approach to stay abreast of the fast-changing digital technology market. New digital technologies can fuel innovation and improve company performance, but only if applied in the right places and with the right amount of investment. Every few years P&G looks at megatrends across the world. These megatrends are then distilled to identify those that impact P&G’s business. For those trends that will have an impact, the organization defines clear strategies to address them. Only then does the organization choose technologies to enable those strategies.¹⁴ Such an approach closely ties with Passerini’s management culture. According to Passerini, “I see myself as a business person who happens to have an interest in—and an understanding of—technology.”¹⁵

For instance, consider how the company addressed a trend toward accelerating innovation cycles in several sectors. With virtual reality technology, P&G was not only able to prototype products but also to show how they would look on a store shelf, increasing the quality of consumer feedback. Retailers also offered early support for this type of digital modeling. The digital team provided not only virtual reality technology, but also any end-to-end services required to deliver an experiment. It even built a library containing images of products from both P&G and its competitors. Passerini says, “That is creating a lot of business value because we get much better quality feedback, and can go to market faster.”¹⁶

Building a Digital Governance Culture

In addition to building the leadership and organizational structures for digital governance, GBS leaders realized they also needed to evolve the work culture across P&G. Transparency of data was a key aspect of competing in the digital age. P&G’s high-tech physical environment, dubbed “business sphere,” allows leaders to harness massive amounts of data to make real-time business decisions. The environment constantly displays data on how P&G is doing around the world. However, as Passerini admits, the data is not perfect. He says, “We intentionally put the cart before the horse, because it is a way to force change.”¹⁷ A key aspect of competing in the digital age is the ability of leaders to be comfortable with a certain level of ambiguity when it comes to digital initiatives.

That approach has been one of the hallmarks of how P&G governs its digital initiatives. For instance, Passerini took a risk when he introduced digital cockpits—a range of easy-to-read charts that contain the information that is most relevant to each P&G employee. The idea was that there would be one shared version of the facts, so people would stop debating what’s happening and focus on solving problems. The initial versions failed and had to be re-architected over an eighteen-month period. However, by January 2012, P&G had 58,000 such cockpits operational with more than 80,000 planned by the end of 2013.¹⁸ Such risk-taking was encouraged as an active means of driving change. Passerini explains, “We take a lot of risk. When there’s a new idea, rather than talk about it philosophically, we do a pilot for free with one of the business operating units.”¹⁹

Today, P&G is known as a leader in using digital technology to transform its businesses. McDonald backed his vision of making P&G the most digitally enabled company in the world by providing funding to make it happen. But with energy and funding around the vision, the company needed discipline and capabilities to make it a reality. In establishing digital governance, Passerini and the GBS team adapted successful practices where possible and built new capabilities where needed. Through its governance processes and its resources, GBS is now an integral part of digitally transforming P&G, from product development to manufacturing to marketing.

WHY DIGITAL GOVERNANCE IS NEEDED

The word governance derives from the Greek verb kybernan, which means “to steer.”²⁰ Most companies have strong governance over finance and human resources. But companies vary in the extent to which they govern other aspects of their business, such as brand governance to ensure consistent and appropriate brand usage, IT governance to apply technology resources effectively, and vendor governance to ensure that purchasing is efficient and compliant with regulation.

New demands for digital capabilities, and new risks from digital activities, have made digital governance essential in all companies. For example, social media reduces a firm’s control over its global brand. A negative customer post on Facebook, Twitter, or YouTube can receive global attention immediately. Even as companies find new ways to work with customers through mobile and social channels, the companies are also paying close attention to their online reputations. But beyond social media, digital technology makes a firm’s customer-focused activities more apparent to all, wherever they happen. That’s why Burberry CEO Angela Ahrendts appointed a brand czar to synergize the use of the iconic company’s brand around the world.²¹

New technologies can also have unwanted confidentiality and regulatory consequences. Lost phones and tablets can enable hackers to invade a network. Employees may post company secrets online or release information on mergers or company financials in inappropriate ways. Personal information about credit cards or patient health can find its way online. Customers may see employees’ personal posts as corporate advice on investments or health. Any of these breaches can leave firms liable to reputational damage and millions of dollars in penalties or regulatory sanctions. As one executive told us, “The last thing we want to do is put the reputation that we’ve built for a hundred and fifty years on the line because of a security incident.”

Digital Masters Govern Better

Our research shows that Digital Masters govern digital activities better than other companies do. Our 2012 survey measured governance capability as a composite of questions related to clear roles, strategic alignment of initiatives, cross-unit investment coordination, use of KPIs, and presence of a high-level transformation roadmap. According to this measure, Digital Masters govern 51 percent better than nonmasters.²² The masters are far better at making decisions about what initiatives to pursue and at steering those initiatives to success.

Our qualitative and quantitative analysis shows that digital governance is one of the most important levers that senior executives can apply in driving digital transformation. Governance acts as a set of guiderails to keep everybody moving in the right direction. It provides both carrots and sticks to foster innovation and prevent inappropriate investment. It helps to manage the risks of transformation and to drive transformation forward efficiently.

Digital Governance as Opportunity

Digital Masters understand that governance not only prevents problems but also enables new digital capabilities. Mobile apps, collaboration networks, connected products, and social media create new opportunities, from marketing to manufacturing to customer service. Business cycles are getting faster and faster because of demands from both customers and employees.²³ Governance can help to implement new solutions faster than ever before, while also managing the challenges of security, regulatory compliance, and legacy system integration. It helps companies gain a more integrated view of customers and operations, collaborate more effectively, and make policy work better.

For example, as customers demand a more integrated experience and analytics demands more-integrated data, many companies struggle to unify their disparate data sources. “Data integration is the biggest challenge in setting up our digital services,” explained an executive, echoing statements by many others. Digital Masters use governance to shape a unified platform for their digital initiatives, from new customer experiences to automated factories to advanced analytics.

In addition, as companies become more global, they are finding the need to collaborate more effectively across geographic locations, business units, and specialties. When employees find their own ways to collaborate outside the company’s official sanctioned approaches, potential security, regulatory, and integration challenges can result. Many companies have used governance to establish official collaboration platforms for video conferencing, instant messaging, and knowledge sharing. Companies also use governance to create and enforce policy, stating which types of collaboration are (and are not) appropriate, and creating monitoring tools to detect policy violations.

Making Digital Governance Work

When designing governance for your digital activities, focus on how you will achieve two key goals:

• Coordination: Prioritizing, synchronizing, and aligning initiatives across the enterprise
• Sharing: Using common capabilities and resources (including people, technology, and data) across the enterprise

In many big companies, coordination and sharing tend to be unnatural acts. To a manager in a business unit or region, coordination means endless meetings and unwanted restrictions. Building on shared resources can make you dependent on the goodwill and delivery capability of people you do not control. It’s no wonder that organizational antibodies rise up to defeat new corporate-level governance activities whenever possible.

Yet, the biggest benefits of digital transformation come exactly from engaging in unnatural cross-silo acts of coordination and sharing. According to a senior executive in an international banking group, “Digital impacts firms globally, across traditional silos. It requires more coordination when [we are] making decisions and conducting actions, compared to the way we do business usually. Questions are not local but global, and so the choices we make engage the company as a whole, in all countries and business units.”

This is why executives at Nike created a strong digital unit to work across the firm’s major business units. It’s why Nestlé built its digital acceleration team. And it’s why you need some mechanisms to ensure the same benefits. Governance makes up for issues that arise from the way your company is structured. It encourages employees to follow certain practices that they wouldn’t do if left to their own devices.

KEY MECHANISMS FOR DIGITAL GOVERNANCE

In building your digital governance, think about how you will use three major governance mechanisms: committees, leadership roles, and shared digital units. Each mechanism has strengths and weaknesses in terms of delivering sharing and coordination. And each may be more or less appropriate to your company’s culture. One of your jobs as an executive is to choose mechanisms that give the right levels of coordination and sharing for specific resources, while managing any cultural conflicts that the new mechanisms create.

Governance Committees

If your company has been paying attention to the rapid pace of technology change, you have probably already established executive-level committees to govern some digital activities. Committees are a relatively easy way to get started on coordination. Unfortunately, they rarely provide enough governance—especially in companies where not all units are on board with the digital vision.

Steering committees are most common. These groups, consisting of some of the most senior executives in the company, make decisions such as ratifying policies, prioritizing competing interests, and killing low-value projects. Through their power to set policy and allocate resources, steering committees can help the enterprise to act in a unified way. Volvo, for example, has a strong committee to steer the launch of its connected-cars concept. The committee helps to align activities across engineering and manufacturing units and to set policy to address dealers’ concerns that the corporation is starting to talk directly with customers.²⁴

Steering committees can also make the case for investments that business units might not undertake on their own. An example is a manufacturing company’s investment in a global customer platform: “This investment was primarily based on what I would call an ‘art business case,’ rather than the ‘science business case,’ and this was the right thing to do,” explained a senior executive. “We did it big enough to be successful, but small enough to not be stupid.”

Some companies also create innovation committees to govern emerging technology. The committees don’t do the work of innovation; they play a policy and oversight role. Innovation committees identify challenges that can be resolved through innovation, fund experiments and pilots, and consider how to adopt useful innovations.

Northwestern Mutual established an innovation committee to stay ahead of and respond to constantly changing demands from the firm’s independent financial representatives. As representatives started to use tablets and social media, the committee investigated how to use this technology in a way that was efficient, secure, and aligned with regulatory requirements. The goal of the committee is not to prevent unwanted action, but rather to help the company innovate safely with new technologies and processes. According to an executive, “We cannot be slow to think about these technologies because our field force adopts them quickly. We have regulatory concerns that we have to deal with, and we have training and education challenges. We need people with different perspectives talking together about these emerging technologies.”²⁵

The innovation committee helps to choose technology standards and set policy before investing in capabilities that will be shared across the company. An executive explained: “We are bringing together all the people who can say, ‘Wow, we could do this. It’s not a problem.’ That’s our IT architects. And then we’ve got everybody else saying, ‘Well, if we do this, how do we protect confidentiality? How do we retain data? How do we train? What’s it going to take to make this usable before we officially condone its use in the field?’ So, it brings all of the right levels of perspective to the table.”²⁶

Digital Leadership Roles

Committees can make decisions, but they cannot drive change. Leaders do that. New leadership roles include chief digital officers (CDOs), who lead digital transformation at the enterprise or business level, and less senior liaison roles.

Chief Digital Officers

In March 2012, Starbucks appointed Adam Brotman as its first CDO, reporting directly to the CEO. According to Brotman, digital “has been an essential part of how we build our brand and connect with our customers … [T]here’s been such a seismic shift [in our interactions with customers] that we needed to pull it all together and make it a priority.”²⁷

The CDO’s job is to turn a digital cacophony into a symphony. He or she creates a unifying digital vision, energizes the company around digital possibilities, coordinates digital activities, helps to rethink products and processes for the digital age, and sometimes provides critical tools or resources. Such a leader may do this alone or with help from committees or digital units.

Some CDOs have responsibility only to establish a vision and coordinate digital activities. These tasks are relatively workable in most companies, since they offer little threat to autonomous managers. We often see more-junior people in this type of CDO role. They make suggestions and create energy, but often must rely on others to drive real change.

However, many CDOs are also charged with creating synergies and driving transformation. These tasks can be much more difficult in companies that have a history of decentralization and autonomy. When this type of CDO role is created, organizational antibodies rise up to attack it. Local unit chiefs may reject what they see as unnecessary interference from a role they consider illegitimate. That’s why a strong CDO role requires a respected leader. And it requires strong communication from the top of the firm that the CDO role—and its authority—is real.

At Starbucks, Brotman has responsibility for web and mobile communications, including social media; Starbucks cards and loyalty programs; in-store Wi-Fi and the Starbucks Digital Network; and the company’s in-store digital and entertainment teams. He earned respect from his prior positions in the company, and he has the CEO as his chief supporter.

At Volvo, the firm hired a seasoned senior executive to take responsibility for its connected-cars concept. With the support of a strong senior executive steering committee, he drives coordination and sharing across silos such as product design, manufacturing, marketing, and after-sales service.

You may or may not want to appoint a new C-level executive to manage digital transformation. But the responsibilities of the CDO will be required. You may appoint a temporary CDO to get your house in order, or you may develop other ways to get the job done. Whatever approach you choose, you need to create appropriate levels of digital technology synergy, brand integration, investment coordination, skill development, vendor management, and innovation over the long term.

Digital Liaisons

Official liaison roles, such as the digital champions we mentioned in the previous chapter, can steer digital transformation at a local level. Members of Nestlé’s digital acceleration team play an informal governance role by being part of the conversation in their units and sharing practices across units.²⁸ But large companies often require a stronger liaison role—one that acts as a mini-CDO for each business unit.

When the CEO of PRISA decided to establish digital governance, he hired a group-level CDO. This CDO built the company’s shared digital unit, led the development and rollout of a global content management system, and set direction for most digitally related questions. In PRISA’s highly decentralized corporate culture, the group CDO had limited authority to drive change in each of the company’s media properties around the world. Instead, the CEO mandated that each property appoint its own CDO. These local CDOs, who were typically very senior managers from the unit, had the mandate to lead digital transformation in their divisions while coordinating with the group CDO and each other.²⁹

Shared Digital Units

Committees can decide, and leaders can drive change. But implementing change sometimes requires a centralized set of expertise and resources. Digital units, like those developed by P&G, Nike, and PRISA, are a very effective way to govern and drive digital transformation. Digital units vary in size and role, but all have a common goal to drive synergy across the firm. Some digital units help business units conduct digital initiatives, while others conduct all digital initiatives for the business units. All have resources such as skills, infrastructure, and financing that can be shared across the firm.

Digital units can do what committees and leaders can’t do on their own. They can create shared infrastructure such as unified customer databases, an enterprise wireless platform, advanced analytics teams, and innovation labs. A senior executive in a global insurance group explained: “It would not make sense for the different entities of the group to develop all the digital stuff themselves. It costs time and money and requires coordination. And by doing it themselves, they would not benefit from the experience gained across the company.”

Building some digital infrastructure and skills centrally creates an incentive for local units to go along with the new standard. The decision moves from “How much would it cost us to do this on our own?” to “How can we get the most out of the central platform?” “How can we leverage these capabilities as much as possible?” At PRISA, for example, the digital unit was essential in creating a global content-management system. The leaders of each media outlet did not have incentives to invest in the system, but the enterprise-level effort created a system that all outlets can use. Through the new system, journalists in each media outlet can store, track, and share media such as text, audio interviews, and video clips with other PRISA outlets around the world.

Some digital units provide specialized digital expertise to the rest of the company. When we interviewed 150 executives about digital transformation, the most important barrier they identified was missing skills. Among the companies we studied, 77 percent cited skill challenges in areas such as mobility, analytics, and social media.³⁰ The companies are actively recruiting experts in these areas, with varying degrees of success. Hosting these skills in the digital unit allows the company to recruit the right experts and use them across the firm. Many units also build skills through training and knowledge sharing, as we discuss in chapter 12.

Digital units can exercise power and influence beyond what more-lightweight committees and leadership roles can do. But don’t go into them lightly. Digital units require significant investment in resources and management attention. For example, Nike’s digital unit plays a role in digital activities across the firm. It cooperates in marketing and other initiatives and provides key skills. It contains a set of innovation groups to clarify the future vision, identify new technological opportunities, and build new capabilities. It also serves as the home for digital products. Doing all of this in a company as fast-moving and entrepreneurial as Nike required a strong mandate from the top, hiring seasoned leaders to run different functions, and many millions of dollars per year. But its impact has made the investment worthwhile.

FINDING THE BEST GOVERNANCE MECHANISMS FOR YOUR ORGANIZATION

To design governance for your organization, start with the behaviors you want to encourage. What do you need to coordinate? What sharing do you want to encourage? Consider how well your organization will do these on its own, or how you might foster any “unnatural acts” you need.

Highly decentralized organizations may need strong central governance to ensure sharing and coordination, but may be able to use less stringent governance to oversee local innovation. Highly bureaucratic or centralized organizations may find coordination and sharing to be more natural, but may need some extra help to innovate or to transform their processes.

Each governance mechanism has its strengths and weaknesses (table 7.1). Additionally, some mechanisms may fit naturally with your organization’s culture, while others will require strong top-down effort to implement.

TABLE 7.1

Digital governance mechanisms have their strengths and weaknesses

	Role in coordination and sharing	Typical benefits and challenges
Shared digital units	Sharing is the main objective, by pooling specialized resources and providing infrastructure. Standards and policies created by the unit provide some coordination and sharing. However, stronger coordination of digital initiatives requires additional mechanisms.	Benefits: new digital skills, shared digital services, economies of scale. Challenges: structure and positioning in the organization, coordination difficulties with local unit leaders, definition of the service catalog.
Governance committees	Coordination is the primary goal. However, some decisions and policies may mandate sharing of specific resources and capabilities.	Benefits: digital standards and policies, resource optimization, adoption of new digital trends. Challenges: additional mechanisms often required to lead transformation or to enforce standards and policies.
Digital leadership roles	These roles drive sharing by encouraging the use of key digital resources. They also assist coordination across different initiatives and organizational units.	Benefits: shared digital vision, culture change, stronger policy compliance. Challenges: responsibility and authority, relationship between corporate and local units, coordination between levels.

Source: Adapted from Maël Tannou and George Westerman, “Governance: A Central Component of Successful Digital Transformation,” Capgemini Consulting and MIT Center for Digital Business, August 2012.

Shared digital units can create strong synergies around infrastructure, tools, standards, and capabilities. When digital units work, they accelerate innovation and drive efficiency. They can pool together funding, digital tools, and people with specific skills to develop digital services for all units in the company. Some coordination also comes naturally as the units develop technology standards and implement policies governing use of their services. However, challenges exist in defining the right structure and positioning in the organization. Even if positioned correctly, the unit can adopt an inward focus, losing touch with the needs of different business units. In addition, there can be funding and coordination difficulties, especially if executives in some part of the organization see the unit as a threat to their autonomy.

Governance committees aim for coordination: making investment decisions, prioritizing resources, and establishing policies and standards. The goal is to synchronize activities across the firm without adding a lot of bureaucracy. When they work, these committees can keep everyone moving in the same direction. However, they tend to be limited to decision making, not doing. Lacking a staff, they have a limited ability to manage activities closely, or to create new things. Additional mechanisms are often required to lead transformation or to enforce standards and policies.

Digital leadership roles can drive sharing by helping local units know when (and how) to adopt firm-level solutions or use centralized resources. These roles also coordinate across different initiatives and organizational units. When they work, the roles can ensure that the digital vision is shared across the enterprise. They can foster culture change, improve policy enforcement, and ease the transition to new ways of working. However, these roles have challenges too. If senior executives do not take the roles seriously, they may staff them with people who do not have the seniority or influence to be successful. Another challenge is inherent in the role itself. Liaisons need to balance the interests of both the enterprise and the business unit. This can be very difficult to do consistently and without bias, especially if you physically sit in one area or the other.

TAKE STEPS NOW TO BUILD DIGITAL GOVERNANCE

Digital governance should not be left to chance. Ineffective governance creates waste and missed opportunities, making digital transformation riskier and costlier than it needs to be. Governance requires conscious design and engagement by the company’s most senior executives. The right governance model provides appropriate levels of coordination and sharing for digital initiatives, in line with the company’s structure, culture, and strategic priorities. No single governance model is optimal for all companies, but lack of governance is never optimal.

Your digital governance model will use combinations of the three mechanisms for different activities and at different levels of the organization. Executives at Nike chose to build governance around a new digital unit, along with a steering committee and new roles. Asian Paints used a steering committee, but considered the IT unit its digital unit, with the CIO playing the role of CDO. Nestlé built a digital acceleration team and digital champion roles, but not a steering committee. Northwestern Mutual built committees but not a digital unit or new roles.

Whatever you choose, remember one thing: governance models should not be static. You will need to adjust your governance arrangements as your digital capabilities grow and your competitive situation changes. You can understand when it is time to revisit your governance models by paying attention to the behaviors governance is intended to enhance and by adjusting governance to encourage new behaviors. You may find you need to create more centralized control over your digital activities or may need to build additional capabilities in your digital unit. Or, as coordination and sharing become part of the culture, you may devolve much of your governance to business units.