Learn how to structure cross-functional teams to balance operational stability with rapid innovation. This guide breaks down the 'Run/Transform' split for managing massive SaaS footprints like SuccessFactors and ServiceNow.

You have to protect the 'Transform' capacity from the 'Run' gravity. If you don't get the split right between running the business and transforming it, you’re just building a house on quicksand.
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Lena: You know, Miles, I was talking to an HR tech leader at a massive CPG firm the other day, and they felt like they were drowning. They’re managing these huge footprints—SuccessFactors, UKG, ServiceNow—and they can’t figure out how to keep the lights on while actually innovating. It’s like they’re stuck in "organizational purgatory."
Miles: That is the perfect term for it. And it’s a massive problem—Deloitte actually found that up to 70% of HCM implementations fail to deliver the expected ROI, mostly because of ownership issues. People treat these platforms like a "tech upgrade committee" project instead of a cross-functional task force.
Lena: Exactly! It’s not just an HR thing; it’s a "team sport" involving IT, Finance, and Legal. If you don't get the split right between running the business and transforming it, you’re just building a house on quicksand.
Miles: Right, and for those large SaaS footprints, you need a specific "two-speed" model to balance operational stability with transformation velocity. Let’s break down exactly how to structure those teams and roles to stop the unraveling.