A global professional services firm asked us to help deliver a digital transformation program that had already accumulated an impressive portfolio of technology investments. RPA bots were running. A compliance automation platform had been deployed. A document processing system was live. A workflow management tool was in place. Each had been evaluated carefully, piloted successfully, and approved by the right stakeholders. The program was struggling anyway. Not because any individual tool was failing. Each was doing what it had been designed to do. The problem was that the tools had been selected, deployed, and governed independently of each other. Each had its own support team, its own escalation path, its own success metric, and its own vendor relationship. The organization had built a portfolio of capabilities. It had not built the organizational capability to connect them. This pattern appears consistently across enterprises that have been investing seriously in AI and automation...