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Issue 02 · October 2025
Development planning in the Kingdom of Saudi Arabia is undergoing a qualitative shift at every level, driven by Vision 2030 and its realization programs. National, sectoral, and regional strategies have become the main instruments for steering development and reaching ambitious economic and social targets. That plurality, for all its value, creates a hard problem: keeping the levels coherent so they do not become separate islands or parallel tracks with no integration.
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Development planning in the Kingdom of Saudi Arabia is undergoing a qualitative shift at every level, driven by Vision 2030 and its realization programs. National, sectoral, and regional strategies have become the main instruments for steering development and reaching ambitious economic and social targets. That plurality, for all its value, creates a hard problem: keeping the levels coherent so they do not become separate islands or parallel tracks with no integration.
This is why strategic alignment is one of the decisive success factors in managing that plurality. It is not mere administrative coordination. It is a higher governance mechanism that binds national strategies to sectoral objectives and regional programs, turning them into one integrated system and multiplying their development impact.
What distinguishes this stage is that the Kingdom already has institutions able to lead the shift. The Strategic Management Office at the Council of Economic and Development Affairs is the national reference for vertical alignment, while regional development authorities and strategy offices are the operational backbone of horizontal alignment. Integration across the four levels — national, sectoral, regional, and institutional — is what turns strategies from documents into tangible results for citizens and the national economy.
This report reviews the concept of strategic alignment and its dimensions, sets out its benefits, diagnoses the challenges it faces, draws on leading international practice, and proposes practical mechanisms and a roadmap to strengthen alignment in the Kingdom. It rests on reliable local and international sources and on real cases from Saudi Arabia and abroad.
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Vision 2030 as the supreme reference
Vision 2030 is the overall umbrella from which every national, sectoral, regional, and institutional strategy proceeds. Since its adoption in 2016 it has been the reference frame for comprehensive development: its targets are translated into policies, programs, and strategies that are meant to work as one. To keep those strategies effective, an integrated governance system was built to organize how they are prepared, approved, and followed through.
A sovereign, ambitious document that sets the Kingdom’s long-term ends and expresses its ambitions for the economy, society, and sustainable development.
It functions as the highest reference: it sets overall direction and ambition without descending into sectoral or operational detail.
Vision 2030 is now the supreme reference from which strategies at every level must flow, so national effort stays integrated and consistent.
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The governance system exists to ensure that any new strategy — national, sectoral, or regional — is born from the Vision and works in concert under its umbrella before it becomes a binding document.
The highest executive authority. It approves national, sectoral, and regional strategies and ensures that any new strategy is consistent with Vision targets and the state’s public policy.
It formulates economic and development directions and policies, and oversees the coherence of major strategies with Vision targets. It is the link between the upper levels (the Vision and policy) and the executing levels (ministries and authorities).
CEDA’s executive arm for following strategies. It is responsible for the quality of strategies and for the mechanisms that align them. It submits periodic reports to CEDA so delivery can be tracked and priorities kept in hand.
The national body responsible for measuring and following the delivery of government strategies and initiatives. It supplies decision-makers with performance indicators and periodic reports that show progress and remaining gaps. It supports alignment by providing objective measurement data that can be used at the national, sectoral, regional, and institutional levels.
Ministries, authorities, and regional strategy offices. They prepare sectoral, regional, and institutional strategies and submit them to the higher bodies for approval. They are responsible for aligning their strategies with the levels above and for executing what has been adopted as policy.
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From initial development to final approval
Every strategy — national, sectoral, or regional — passes through a clear institutional approval journey that protects consistency with Vision 2030 targets, technical quality, and executability:
The responsible entity (a ministry, an authority, or a regional strategy office) develops the strategy with success partners among the stakeholders, so the vision is comprehensive and tied to real needs.
The strategy is referred to the National Center for Performance Measurement (Adaa) for a technical review. Adaa checks the soundness of the strategic design, the presence of measurable performance indicators, and compliance with national planning standards.
After Adaa’s review, the strategy is submitted to the Strategic Management Office at CEDA. The office confirms consistency with the major national directions and assesses vertical and horizontal alignment with the rest of the strategy set.
The Council discusses the strategy in terms of whether the directions are appropriate, whether the targets are clear, how ambitious it is, and what it will cost. It then recommends whether the strategy is fit to be adopted as an official national document.
The file is submitted to the Council of Ministers as the final authority for approval. Once it consents, the strategy becomes an official document that is binding for execution at every level.
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The objective structure: a vibrant society · a thriving economy · an ambitious nation
Vision 2030 is translated through three pillars — a vibrant society, a thriving economy, and an ambitious nation — into six Level-1 objectives: strengthening Islamic values; a fulfilling and healthy life; growing and diversifying the economy; raising employment; increasing government effectiveness; and enabling social responsibility. Those branch into 27 Level-2 objectives and then 96 Level-3 detailed objectives, delivered through initiatives and measured by indicators.
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Vision Realization Programs
6
Level-1 objectives
27
Level-2 objectives
96
Level-3 objectives
1,502
initiatives to deliver Level-3 objectives
347
active indicators measuring progress toward Level-3 objectives
In sum: Vision 2030 is the unifying national umbrella that steers all development effort. The governance frames — the Council of Ministers, CEDA, the Strategic Management Office, Adaa, and the executing entities — exist to ensure that strategies at every level are born from this Vision and work in concert under it. The institutional approval journey protects technical quality, clarity of targets, and alignment with national directions before the Council of Ministers gives final assent.
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National strategies
Once Vision 2030 had set the overall frame for development, and once the governance frames that organize approval were in place, it became necessary to show how national, sectoral, regional, and institutional strategies flowed from that unifying umbrella. Strategies are not stand-alone papers. They are practical translations of national directions, and each level has a complementary role in the planning-and-delivery system. This chapter traces that lineage and the organic relationship between the supreme Vision and the other strategic levels.
National strategies are the highest sovereign frame. They translate Vision 2030 directions into defined national policies and priorities, and they cover several sectors inside one integrated frame.
They are led by higher ministerial committees or national entities.
They concentrate on formulating the national policies and programs that steer sectoral, regional, and institutional strategies.
They are the supreme reference that the other strategic levels use when they write their own plans.
National strategies work as a higher compass: they set the tempo of development and steer every other strategic level.
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Sectoral strategies
Sectoral strategies are the practical translation of national objectives at the level of each sector or sub-field.
They are led by the competent ministries or authorities.
They focus on the challenges and opportunities inside the sector and define specialized initiatives and performance indicators.
They are the bridge between national directions and the delivery programs inside the sectors.
Applied exampleLeading examples: the Roads Sector Strategy, the Civil Aviation Sector Strategy, and the Mining Sector Strategy.
Regional strategies are an instrument for balanced development: they align national and sectoral directions with the specific character of each region. They are led by regional development authorities or regional strategy offices — for example the Royal Commission for Riyadh City, the Aseer Development Authority, and the Strategic Office for the Development of Al-Jouf.
Regional strategies are built on local specificities and comparative advantages (population, natural resources, economic identity).
They aim to create economic and social opportunities that fit the nature of each region.
Applied exampleA leading example: the updated Aseer development strategy “Qimam and Sheyam”, which concentrates on tourism and cultural identity.
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Institutional strategies (corporate-level)
Institutional (corporate-level) strategies are the instrument that ministries, authorities, and government institutions use to set internal priorities, manage resources, and organize operations, so that their activity stays consistent with the higher strategic levels (national, sectoral, and regional).
The scopes differ, but sectoral, regional, and institutional strategies are bound by a reciprocal, complementary relationship.
They are led by government entities and executing authorities (ministries, universities, and regulatory bodies).
They concentrate on raising operating efficiency through better management of human and financial resources, developing institutional procedures, building staff capability, and improving the beneficiary’s experience of the entity’s services.
They aim to raise the readiness and efficiency of the government entity so that it fulfills the core purpose of its creation more efficiently, and is therefore better able to contribute to the major national, sectoral, and regional strategies.
Applied exampleA leading example: the institutional strategy of the National Center for Non-Profit Sector Development.
Sectoral strategies supply the regions with the plans and technical standards needed to deliver specialized initiatives (for example road standards or transport services).
Regional strategies reflect local needs and comparative advantages, and feed the sectoral plans with inputs from the ground.
Institutional strategies translate national and sectoral directions into operating plans inside government entities, and raise institutional readiness so those entities can deliver initiatives in line with regional and sectoral priorities.
An interactive relationship that makes alignment a dynamic process, not a one-way instruction.
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The table below sets out the principal strategies formally approved in recent years, grouped by strategic level (19 national, 7 sectoral, 1 regional), with the entity responsible for delivery.
| Level | Strategy | Executing entity |
|---|---|---|
| National | National Transport and Logistics Strategy | Ministry of Transport and Logistic Services |
| National | National Investment Strategy | Ministry of Investment |
| National | National Gaming and Esports Strategy | Saudi Esports Federation |
| National | National Industry Strategy | Ministry of Industry and Mineral Resources |
| National | National Biotechnology Strategy | Secretariat of a Higher Committee |
| National | National Red Sea Strategy | Secretariat of a Higher Committee |
| National | National Quality Strategy | Saudi Standards, Metrology and Quality Organization (SASO) |
| National | National Data and AI Strategy | Saudi Data and AI Authority (SDAIA) |
| National | National Water Strategy 2030 | Ministry of Environment, Water and Agriculture |
| National | National Environment Strategy | Ministry of Environment, Water and Agriculture |
| National | National Agriculture Strategy 2030 | Ministry of Environment, Water and Agriculture |
| National | National Cybersecurity Strategy | National Cybersecurity Authority |
| National | National Tourism Strategy | Ministry of Tourism |
| National | National Culture Strategy | Ministry of Culture |
| National | National Statistical Development Strategy | General Authority for Statistics |
| National | National Communications and Information Technology Strategy | Ministry of Communications and Information Technology |
| National | Integrated Energy Strategy | Ministry of Energy |
| National | National Aviation Strategy | General Authority of Civil Aviation |
| Sectoral | Integrated Mining and Mineral Industries Strategy | Ministry of Industry and Mineral Resources |
| Sectoral | Comprehensive Real Estate Sector Strategy | Real Estate General Authority |
| Sectoral | Labor Market Strategy | Ministry of Human Resources and Social Development |
| Sectoral | Fintech Strategy | Saudi Central Bank |
| Sectoral | Institute of Public Administration transformation strategy | Institute of Public Administration |
| Sectoral | Roads Sector Strategy | Ministry of Transport and Logistic Services |
| Sectoral | Defense Development Sector Strategy | Ministry of Defense |
| Regional | Aseer Development Strategy (Qimam and Sheyam) | Aseer Development Authority |
In sum: this chapter shows that the plurality of strategic levels (national, sectoral, regional, institutional) is an integrated organizational approach that strengthens both comprehensive and operational planning. The added value does not come from these levels existing apart. It comes when they are integrated through strategic alignment, so effort stays coherent, initiatives do not collide, and the intended national impact is achieved.
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Defining alignment
Even when the targets in national, sectoral, and regional strategies are clear, the hard problem is keeping them coherent and free of contradiction. Without alignment, effort is duplicated and priorities collide. With it, separate documents become one national system. That is why strategic alignment stands as a higher governance mechanism: it keeps the different levels coherent and steers them toward shared national targets.
Strategic alignment is a systematic, institutional process of linking national, sectoral, and regional strategies so that they all operate inside one complementary frame. It is not mere administrative coordination. It is a tool for rewriting plans so that, together, they produce a single national value.
It can be read as a common language among different entities: it translates the higher objectives into initiatives that are homogeneous and consistent across levels.
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Strategic alignment takes three principal dimensions
Vertical alignment starts at the national level, which sets the higher directions; it then moves through the sectoral level, which translates those directions into specialized plans; then the regional level, which adapts them to local specificities; and finally the institutional strategies, which turn those directions into internal delivery plans and operating processes that show how each entity contributes to the major objectives.
Horizontal alignment concentrates on coordination across sectors or across regions. Examples include integrating the mining-sector strategy with the military-industries strategy, or cooperation between Aseer and Makkah so that an Umrah pilgrim can take a complementary tourism program (Umrah+). This kind of alignment shows how a single initiative can become a multiplied national effect through horizontal coordination.
Temporal alignment keeps the delivery timetables of strategies in agreement, so interim outputs arrive close enough in time to support the overall effect. Without this dimension, delivery gaps open and results are delayed.
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Alignment cannot be treated as effective unless it can be measured. Without clear tools it remains a theoretical idea.
Examples include the share of sectoral objectives that match national ones, the rate of overlap among shared initiatives, and the share of strategies that have undergone an alignment review.
Tools such as the Strategic Performance Maturity Model (SPMM) help assess how integrated the strategies are and measure gaps in the planning-and-delivery cycle.
Measurement turns alignment from an idea into a practice that can be reviewed periodically and improved continuously.
In sum: strategic alignment is not formal coordination between planning documents. It is a governance method that keeps the national, sectoral, and regional levels moving in concert. Through its vertical, horizontal, and temporal levels — and the measurement tools that support them — alignment becomes a primary lever for national impact and for the success of strategies.
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Economic benefits
Strategic alignment is not merely an organizing process. It is a multiplier of impact. It raises economic efficiency, supports balanced development, embeds institutional transparency, and accelerates national targets. This chapter sets out the principal benefits that alignment produces, with particular attention to its direct effect on the success of national, sectoral, and regional strategies.
Economically, alignment raises the efficiency of spending by reducing duplication among programs and initiatives, and it improves the allocation of resources so that investment is steered toward the priorities with the greatest effect.
Aligning road strategies with the locations of industrial cities and tourism destinations multiplies economic returns and increases the attractiveness of investment.
Aligning energy and telecommunications infrastructure with cities’ urban-development plans raises spending efficiency and strengthens the competitiveness of regions.
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Developmental benefits
Ensuring a fair distribution of services across the Kingdom, so that every region benefits from the national directions.
Supporting balanced development by tying major projects to local needs.
Making fuller use of each region’s competitive advantages inside one integrated national frame.
Aligning university strategies in disciplines and research with the region’s strategic directions (for example tourism or manufacturing) so that the local labor market is served.
Applied exampleApplied example: tying education and research programs to the region’s demand map prevents graduates from being produced in isolation from local jobs.
Preparing public-transport and road infrastructure so that it serves the region’s tourism destinations and strengthens local development.
Strengthening transparency and accountability among entities through unified follow-up mechanisms.
Reducing conflicts of authority by making ownership of each strategic level (national, sectoral, regional) explicit.
Building an institutional culture that rests on joint work rather than isolated effort.
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The quality of institutional strategies still varies across government entities, and their link to the higher levels is often weak. That opens an alignment gap and blocks national and sectoral policy from reaching practical delivery.
The institutional strategies of government entities raise operating efficiency, improve resource management, and strengthen the beneficiary experience, which increases each entity’s effectiveness in contributing to national, sectoral, and regional objectives. Institutional performance thus becomes a core element in the success of the strategic system as a whole.
In sum: the applied examples show that strategic alignment is a decisive factor in the success of development plans — in education and scientific research, in transport and roads, and in infrastructure and energy. Without that integration, strategies lose their effectiveness and become isolated islands. With it, they become a strategic lever that delivers the intended national value.
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The importance of strategic alignment, and the benefits it is expected to produce, are clear. Practical challenges still reduce the full effect that is hoped for. This chapter sets out the principal challenges through a diagnostic reading supported by examples from the local context.
When more than one entity is developing its strategy at the same time, alignment becomes harder and parallel, incoherent tracks sometimes appear. A strategy may be written so that it can be aligned with another that is already approved, while that second strategy is itself being updated. Aligning to the new version before it is adopted is difficult: its directions may change, or it may not be adopted in the proposed form.
Applied exampleExample: work begins on a regional strategy while the National Tourism Strategy is being updated. The question is immediate: should alignment be to the approved version, or to the updated draft that may never be adopted in its current form?
Vertical alignment is relatively mature and efficient under the Strategic Management Office at CEDA. Horizontal coordination among entities is still limited, especially for strategies that have not been approved by the Council of Ministers. OECD data indicate that 55% of countries face difficulties in horizontal alignment even when vertical alignment is mature.
Applied exampleExample: university strategies in disciplines and scientific research should match the region’s economic priorities — which requires more effective mechanisms for horizontal coordination.
Shared tools or mechanisms for following the alignment process across levels are not available on a continuous basis. Those mechanisms can take several forms: joint committees, data platforms, or maturity-measurement tools such as SPMM.
Applied exampleExample: passenger-volume forecasts in the civil-aviation authority’s strategy need to be linked to visitor-number targets in the Aseer development strategy, so that infrastructure matches expected demand.
Some entities still treat alignment as an extra procedure rather than as a tool that raises value and impact. A shortage of specialized capability in planning and performance measurement delays updates and reviews.
Applied exampleExample: the same demand-to-infrastructure link — civil-aviation passenger forecasts and Aseer’s visitor targets — also exposes how weak capability and resistance slow the work of keeping strategies current.
In sum: this diagnosis shows that the principal challenges are the plurality of entities and overlapping authorities (with uneven update cycles), limited horizontal coordination, the absence of unified follow-up mechanisms, and weak institutional capability. Addressing those challenges is an essential step in turning alignment from an organizing concept into a sustained institutional practice that produces a tangible national effect.
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International cases show that strategic alignment was not mere administrative coordination. It was the decisive factor behind the success of major initiatives in education, environmental sustainability, data management, and shared policy-making. The four leading cases below show how alignment played a direct role in turning plans into tangible success stories.
Mechanism: a national program to improve secondary schools in London (2003–2008), led by the Department for Education with local authorities and supported by central performance teams. Success: GCSE results in London rose faster than in the rest of England, and the number of schools rated “outstanding” by Ofsted increased markedly. Results: London moved from a weak-performing education region to a national model in under five years. The share of schools rated “good or outstanding” rose from 61% in 2003 to 84% in 2010. The program covered 400 schools in London, Birmingham, and Manchester. The attainment gap between richer and poorer neighborhoods fell by 50% during delivery. Alignment’s role: it bound national education objectives to local school plans through unified follow-up channels. Combining the national vision with local needs prevented colliding priorities and kept every school working toward the same national goal, with local flexibility in delivery. Lesson: a strong national frame plus local enablement multiplies the speed of reform and turns struggling sectors into success stories.
Mechanism: in 2009 the Korean government launched the National Strategy for Low-Carbon Green Growth, including a five-year plan delivered across all sectoral ministries and local governments. About 2% of GDP a year was allocated to green projects, together with an emissions-trading system (ETS) to price carbon. National level: a green-growth vision linked to economic-development goals. Sectoral level: the energy, transport, industry, and environment ministries translated policy into detailed plans. Regional level: major municipalities such as Seoul delivered green public transport and renewable-energy projects. Institutional level: national firms (for example KEPCO in energy) restructured operations to match the strategy. Results: green investment rose 60% between 2009 and 2014; carbon intensity fell 27% versus a business-as-usual scenario; and Korea strengthened its position as an Asian hub for green technology. Alignment’s role: it ensured that national objectives were reflected consistently in sector plans and then in local and institutional programs. That consistency prevented policy collisions and produced a multiplied environmental and economic effect. Lesson: when national, sectoral, regional, and institutional strategies are clearly aligned, a wide economic and environmental shift can be delivered in a short period, with tangible results such as lower emissions and higher green investment.
Mechanism: Singapore’s statistics authority built an interactive data platform that supplies economic and social performance indicators in real time. Success: the government could monitor economic and social change and take anticipatory decisions. Results: 90% of government services were digital by 2023. The initiative gave rise to ten or more specialized sector strategies (smart transport, health, education, and others). Digital integration saved about one billion dollars a year in government spending. Singapore improved its standing as one of the world’s most adaptable economies and kept development stable despite rapid change. Alignment’s role: the platform unified national and sectoral data sources so that ministries, authorities, and regions work from the same live indicators. That removed information gaps between levels and made every entity move from one shared picture. Lesson: unified digital platforms do not only serve transparency. They are a direct alignment tool: they ensure that national, sectoral, and regional decisions start from the same data.
Mechanism: a Multi-Level Governance frame that integrates the European Union with member states and local regions in the formulation and delivery of policy. Success: the frame made it possible to deliver the Europe 2020 agenda in more than 27 countries and 300 regions despite different local priorities and policies. Results: the early-school-leaving rate reached 10% in 2020, compared with 14.7% in 2005. Of those aged 30–34, 40% became university graduates. Twenty-three of 27 countries committed to aligning their national plans with the European strategy. European, national, and regional policy became more coherent, and the Union’s capacity to deliver cross-border initiatives such as climate and energy increased. Alignment’s role: it was the link between the unifying European level and national and regional plans, through committees and periodic review mechanisms. That prevented policy collisions and kept every level moving toward shared objectives. Lesson: multi-level alignment allows the vision to be unified while local delivery keeps its specific character.
In sum: these cases confirm that the success stories were not possible without clear alignment. Alignment between the national and the local improved education. Alignment across national, sectoral, and regional levels supported an integrated economic and environmental shift. Live data prevented colliding decisions. And multi-level alignment made it possible to deliver unified policies despite different contexts.
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Strategic alignment cannot be achieved through general recommendations alone. It needs a clear method and a sequenced set of practical steps. This chapter sets out that practical frame: the steps, the tools, and the intended results, with applied examples from the Saudi context, so that alignment becomes an institutional practice that can be applied and measured rather than a theoretical idea.
Description: the alignment process begins by reviewing Vision 2030 and the approved national strategies.
Description: once the reference is set, sectoral and regional strategies are reviewed to confirm consistency with national directions.
Applied exampleApplied example: an alignment matrix was prepared between King Khalid University’s strategy (institutional level) and the Aseer development strategy (regional level). The matrix showed the match between the university’s education and research initiatives and the economic and development opportunities that the Aseer strategy emphasizes, especially in tourism and cultural identity.
Description: a review of the technical design of strategies before they are approved.
Description: confirming that government entities’ institutional strategies are linked to the higher levels.
Applied exampleApplied example: King Khalid University showed how an institutional strategy can support a regional one. Its education, research, and community-service programs were linked to development opportunities in Aseer, strengthening the university’s role in the region’s economic and social development.
Description: after launch, strategies need periodic follow-up so that progress can be measured.
Description: alignment is not a one-off event. It is a continuous process that needs periodic review and development.
In sum: through these six steps, strategic alignment moves from a theoretical frame to a practical method that entities can adopt with clarity. The upper frames set direction; the matrices expose linkage and gaps; technical review protects the quality of the design; institutional integration binds delivery to the higher levels; periodic follow-up watches progress; and continuous review secures sustainability. Alignment thus becomes an established institutional practice rather than a temporary effort — as Saudi cases such as the integration of King Khalid University’s strategy with the Aseer development strategy show.
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After reviewing the state of national, sectoral, and regional strategies, analyzing the concept of alignment and its impact, diagnosing the challenges, surveying leading international practice, and proposing mechanisms and a roadmap, the practical findings can be gathered into a set of principal recommendations, followed by the report’s closing messages.
At the national strategic level, the Strategic Management Office at the Council of Economic and Development Affairs is the principal aligner: it leads vertical alignment and keeps national and sectoral strategies consistent. For horizontal alignment, the practical role rests first with regional development authorities and regional strategy offices, because they are closest to local reality and best placed to bind sectoral plans to the specific character of each region. From that starting point, the following practical recommendations are built:
Develop shared performance indicators that measure the degree of alignment — for example the share of initiatives linked to national objectives, or the degree of integration between sectors and regions.
Connect the regions’ urban data centers to one national platform that allows live performance follow-up and supports transparent exchange of information among levels.
Adopt a simple, effective annual follow-up mechanism that reviews the level of alignment, issues corrective recommendations when needed, and provides an institutional escalation path for material gaps.
Prepare programs that qualify national cadres in alignment and performance measurement, and provide practical operating manuals that make adoption easier.
Make consistency with national objectives a basic condition for approving or funding initiatives, so that institutional discipline is strengthened and resources are bound to results.
Strengthen the role of institutional strategies as an essential link in the national alignment system, raising the readiness and efficiency of government bodies so they are better able to contribute to the major objectives.
Strategic alignment is not merely an organizational option. It is a principal national instrument for ensuring that strategies succeed and produce a tangible effect. It prevents duplication, clarifies roles, and turns national, sectoral, and regional strategies into one integrated fabric that raises quality of life, strengthens the local economy, and accelerates the targets of Vision 2030 and what follows it.
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This report is Issue 02 of Compass. It is conceptually linked to Issue 01: “The Future of Project Management with Artificial Intelligence — from smart tools to institutional leadership.”
Disclaimer: this report was prepared on the basis of information available at the time of publication, with care to achieve the highest practicable accuracy and credibility. NIRROV LIMITED accepts no responsibility for any error, omission, or incompleteness in the data, or for any outcome that follows from the use of this report’s content.
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