Enterprises face an increasingly complex environment which forces them to undergo fundamental change, in other words transform themselves. The causes for such transformation efforts range from business- or IT-driven initiatives inside the enterprise to external events such as the changes in customer behavior or regulatory requirements. Transformation involves a wide and diverse variety of stakeholders, from business to IT to corporate functions, and thus highlights the need for coordination. Yet despite the relevance of enterprise transformation, reports indicate high failure rates across a broad range of domains (Dietz and Hoogervorst). Dietz and Hoogervorst name a lack of coordination in enterprise transformation projects as a key reason for the high failure rates.