1) Layoff of 50% "Leaders"( Who got promoted by doing initiatives and no execution expertise, Recently joined) rest can manage the TTS effectively.
Layoff bottom 20% under performers across all roles.
2) Have the Vendor on his toes , no blank cheques
3) Work like a Services company model or at least like old pyramid model.
4) Scrap COE's in current form and form Technical governance group that spans multiple technology. Have focus on reducing total cost of ownership
5) Control EAM team to take support in right form.
6) Have Vendor rotation in application areas to prevent vendor domination
7) Layoff Minneapolis Vendor "related" TTS Managers who don't know what is "Execution"
Else
SELL THE TTS TO A VENDOR AND HE WILL FIX ALL.