Digital Transformation (DT) challenges organizations by unfolding through distributed and loosely coordinated initiatives, often creating tensions between strategic intent and operational execution, as well as between legacy systems and emerging digital capabilities. Despite substantial investment, many DT efforts fail due to fragmented governance and weak enterprise-level coordination. This short paper introduces the concept of enterprise-level steering as a situated practice to support alignment of strategy and execution in complex DT contexts. Drawing from project and IS literature on steering committees, we extend the concept to the enterprise-level. As initial steps in a broader research project adopting the echelonized Design Science Research approach, we derive initial design requirements and propose early-stage design principle candidates. The research aims to contribute to the DT discourse by addressing key tensions through an integrative platform for different stakeholders, and to the steering literature by reframing steering as an enterprise-level practice rather than a project-bound function.

If trade diplomats thought they knew one thing, it was how to cut industrial tariffs. Yet the Doha deadlock rests squarely on the inability to compromise on industrial tariff cuts. This column says that the arguments made for higher levels of ambition don't stand up to much scrutiny and should not be allowed to provide a basis for a continuing impasse.