Chandigarh, 26th September 2025: Organisations with dedicated Transformation Management Offices (TMOs) are significantly more likely to deliver digital transformation projects on time and within budget, according to PwC India’s latest survey report, “Vision. Velocity. Value: How strategic TMOs drive digital impact.” A survey of 135 senior leaders across five sectors (industrial products, automotive, consumer and retail, healthcare and pharmaceuticals) revealed that projects with a TMO to guide them achieved up to 75% adherence to budgets and timelines, compared to limited success for organisations without such a structure.
TMOs that combine strong governance, cross-functional coordination, and benefits realisation were found to be critical in turning digital investments into measurable business outcomes. 73% of respondents have a formal governance structure for digital decisions. However, the data also reveals a key concern – there is limited involvement from senior executives, with most decisions anchored in IT (38%).
“Digital transformation is no longer a choice but a business imperative. Our survey shows that organisations that establish structured Transformation Management Offices (TMOs) are far more likely to deliver business outcomes at speed, with certainty and sustainability of that business value, while being on time and within budget. This isn’t just about governance — it’s also about creating the discipline, clarity, and agility needed to realise the full business value of the transformation initiatives,” said Sanjay Dawar, Partner and One Consulting Leader, PwC India.
“Our findings show that the presence of a TMO is a game-changer in ensuring discipline, alignment and measurable value in digital transformation journeys. Indian enterprises that treat the TMO as a strategic partner to the C-suite are better positioned to extract full value from their digital investments,” said Abhijit Majumdar, Partner and Leader – Digital Strategy Consulting, PwC India.
Quick snapshot –
- Ambition vs delivery: While most organisations initiated four to six large programmes over three years, they typically completed only one to three — and only a small fraction finished fully on time and within budget.
- Governance gap: Although 73% of organisations reported having a formal structure for transformation, only 18% said executive leadership was the primary decision-maker, with most decisions resting with IT and project teams.
- Tooling reality: Nearly a quarter of organisations (22%) still rely on spreadsheets and email, while a third (33%) use custom tools. Those using integrated platforms reported clearer benefits and faster cycle times.
- Value tracking blind spot: Most organisations focused on headcount reduction and time or cost savings, while additional revenue from digital initiatives was the least tracked metric.
The report also introduces four transformation archetypes — Visionaries, Operators, Mavericks and Followers — helping organisations benchmark where they are in terms of transformation maturity and reconfigure their approach to build, accelerate and sustain momentum. It highlights that outperformers (the visionaries) do five things well: they link transformation to long-term strategy; treat change management as a continuous discipline; enforce rigorous tracking and benefits realisation; ensure visible leadership support; and drive cross-functional collaboration. It underscores the role of a TMO as the anchor for governance, benefit tracking, change leadership and execution — helping organisations plan the pace and scope of transformation to their maturity, unlock value from digital investments and stay relevant as technology continues to disrupt.