Over the last years, digital transformation in organizations has been accompanied by a rise of agile principles and methodologies. Despite some few exceptions, the majority of organizations need to combine or manage the coexistence of agile and traditional management approaches to explore new digital technologies, exploit their benefits, and innovate business successfully. Up to the present, it is not well understood how organizations deal with both approaches within digital transformation programs. Drawing on control theory and the concept of ambidexterity, the purpose of this multiple-case study is to explore how traditional and agile components are managed within large digital transformation programs, what formal modes and styles of control are conducted, and which tensions in control arise. Besides identifying authoritative and enabling control modes, as well as for instance tensions concerning transparency and cadence of outcome delivery, the important dual and “translating” role of the program manager regarding control is emphasized through this study.