Analogy

Imagine a business as a movie or video stream:

This movie runs non-stop like a 24-hour news channel (see Time section)
The investors are the producers. The CEO is the director. Strategy is the overall plot. Planning and execution is the script.
The script has four main "characters": 1. money; 2. customers; 3. products; and 4. assets.

The general plot or strategy involving the four characters is simple:

How the movie begins and ends is determined by money. As long as the business keeps making money, the movie continues. If it runs out of money, the movie ends.
To make money, the business needs to stay focused on the customer by providing the products they want, and by using assets intelligently to make a profit (see Critical Links section.)
If the customer's needs change, then the business must adapt its products to meet the new requirements, which may result in changing its assets. Being customer-centric is critical to making money and keep the movie going.

A few things make it challenging to write, direct, and screen this live movie:

The director (CEO) has little to no control over the customer. (Same for investors but as long as profits keep coming, they don't intervene.)
The director has to rely on many assistant directors (VPs) to manage the different characters and supporting cast (functions and departments).
The different characters may act out their parts in different studios and isolated from one another (functional silos)
A good script (planning & execution detail) is very helpful to keeping all the different assistant directors in synch with the overall plot.
The movie has to accommodate multiple resolutions (see Time Scale section) at the same time. In other words, at any time during the movie, you can zoom into to watch any scene in detail - or zoom out to just to get a summary view.
While writing and directing is hard enough, seeing the movie unfold (screening) in real-time with all parts integrated [ money - customer - product - asset ] is by far the hardest because editing is happening in real-time.

The point of the movie analogy is to underscore the following with respect to the main integration challenges we face today:

Is the digital strategy and technical architecture designed to enable a real-time movie of the business? Or a series of snapshots? Or both? Does the end-state vision make this clear?
biggest hurdles to agility (speed of adaptation)
Data governance (within a system) & model governance (within the system of systems)

A scene - from [action!] to [cut!"] - is the orchestration envelope.