The "transformation" is just another buzz-word. Every big company uses the same. It was originally sold by SAP and business consulting companies (Andsersen & co.) as a way to get rid of the "paper" by exploiting digital/online business systems. Kudos to their marketing teams.
In SLB, we had very little paper already. The problem was different: as we grow by acquisition, we have many business systems and communication channels which are not talking to each other, in various segments/locations/.... This part of the "transformation" was supposed to be a rationalization. Not a revolution but a welcome evolution.
Alas, few years down the road this rationalization looks like it's coming from a Dilbert strip: we now have a new, more rigid set of business systems on top of the pre-existing ones, and much more people (in proportion) taking care of that machinery. No clear added value.
On top of this organizational transformation were many domain-oriented initiatives to "go digital". Including in domains (SIS) in which everything was already "digital". Here "transformation" = "digital" = "hype". Kudos to the marketing teams of Google, Microsoft and the like.
For the first time in its history, SLB is fully committed to satisfy its providers' desires, rather than its customers' needs. This, for sure, is a transformation.