The work that matters doesn’t fit inside one function.

Digital, data, customer experience, transformation — all of it cuts across the business. Strategy and operations both touch it. Marketing and technology both own pieces of it. Every function has a slice; none of them has the whole. The org chart is built for vertical roles. The work that matters is horizontal.

So it falls through the gaps. Between teams, between titles, between what someone is expected to do and what they can actually do. Nobody is responsible for the gaps, so the work falls to nobody.

That’s why transformations fail. That’s why digital programmes underdeliver. That’s why customer experience doesn’t match the strategy deck. Not because the strategy is wrong. Because the structure can’t hold it.

That’s the work that matters — and it’s the work that nobody owns.