I'm currently refining a strategic engagement model for the ST+i (Science, Technology & Innovation) function within a corporate group structure. The goal is to strengthen collaboration and alignment with subsidiary companies. We've identified the following key thematic areas as foundational to our model: 1. Cybersecurity 2. Enterprise Architecture 3. Portfolio Management 4. Project Performance 5. Contracting Processes 6. Shared IT Services 7. Innovation 8. Centers of Excellence 9. Knowledge Management and Digital Adoption I’d love to hear from experts in other industries: Which of these areas resonate with your subsidiary engagement models? Are there additional themes or practices you consider essential when structuring relationships with affiliated companies? Your insights would be incredibly valuable as we benchmark and evolve our approach.

I would call Governance to "Portfolio Management and Project Performance with KPI, KRI etc" and another suggestion is to add a Methodology (Lean, Agile and others) and Culture area to foster the change using consolidate methods focusing in cultural change.

Not sure I am the right person to respond, as my background is healthcare, higher ed and government. However, I thought I would mention that it feel like you are missing pieces. So, I will illustrate/organize my questions within the governing and risk management frameworks I am familiar with:
1. Governance
- Do you share a mission, or core objective? This is especially relevant to areas of "alignment" for structure and accountability. (Enterprise Architecture, Centers of Excellence, Contracting Processes). If you collaborate on structure and align accountability it becomes an empowered spine to what you want to achieve in your objective or mission. If these areas are under-empowered traction on improvements is often lost.  
- Can you create more through economies of scale, without impacting any participant to negatively? These are loose governance opportunities-Committee Led efforts, empowered by a charter, checked by each locations leadership to ensure needed autonomy while taking advantage of the combined power of bigger structures. (Portfolio Management, Shared IT Services, Innovation)
2. Operations Oversight
- Is there an opportunity to socialize and share leading practices or good ideas? 
- Can trends, KPIs and outcomes be effectively compared across the population to the benefit of optimizing people, process and technology alignment? (Project Performance, Knowledge Management, Digital Adoption). These efforts are best achieved in friendly competition, meetings, publicity, etc. 
3. Enterprise Risk Management 
- Do you know what you are investing in the identification and mitigation of risk?
- Are these efforts redundant or aligned in a risk management system? (ERM Strategy, Cyber Security, Compliance, Internal Audit, Insurable Risk Management, Quality, Business Continuity, Environmental Safety, Human Safety and Physical Security)