Increasing dynamics of industrial production (supply chain volatility, new products, re-engineering of facilities and organization) is both caused and addressed by information technologies. Industrial IT needs to follow this ongoing transformation of enterprises and to take advantage of new IT technologies. The "digital transformation” process objective is to best serve business objective and enterprise goals. It is implicitly or explicitly continuous even if showing discontinuities during large projects execution. The performance of this process needs to be managed in order to focus efforts and to adjust budgets. Performance management complements direct control by influencing behaviour, which is a way of fulfilling the “Law of requisite variety” that allows high level, low complexity entities (management) to control lower level, high complexity entities (operations) in either form of decision hierarchy. To ensure success and survival of the enterprise, (local) performance targets of subsystems need to be aligned with global enterprise objectives. The concept of Overall Interactive Enterprise Effectiveness helps qualifying these ob-jectives and establishing this alignment. Performance management must set current and long term targets to highlight respective responsibility of operational achievement and transformation investments. Finally, performance management shall identify and resolve conflicts that spring from local viability fights triggered by sensible performance objectives. A real life use case illustrates some of the exposed aspects of “digital trans-formation” performance management.