The problem with many transformations is not ambition. It is the gap between the showcase and the operating model.
Digital transformation produced plenty of good things. It also produced a suspicious number of pilots, labs, dashboards and steering groups that aged like fruit in a conference room.
The missing ending is production capability: customers using it, colleagues running it, governance around it, measures behind it and ownership that survives the consultants leaving.
Veriteer became a change agency because the old ending was not good enough. Folio exists because starting from zero every time made the ending slower and less likely.
The better ending is simple to say and difficult to do: the change works, the team owns it, and the business is more capable than before.