IT used to own technology. Now, every function does. Marketing builds apps, finance runs analytics, and operations automates workflows on its own. The boundaries that once defined IT have blurred, yet accountability hasn’t moved. The result? Shared ownership without shared governance, rising cost without clear control, and a CIO role that’s harder to define every year.
The question of how to align IT with the business is long gone. They are already entangled, well, most of the time, or at least sometime. Jokes aside, a new challenge has emerged: designing an operating model that makes that entanglement productive rather than chaotic. One that manages shadow IT without killing initiative, distributes ownership without losing control, and scales AI and automation without fragmenting accountability.
So how do you rebuild roles, budgets, and governance for a world where everyone is a tech player? How do you balance central coordination with local speed? And what new forms of leadership emerge when IT becomes the connective tissue rather than the command centre? Let’s explore how organisations are redesigning the operating model around outcomes, influence, and shared responsibility. A closed conversation on what modern IT leadership looks like when power, data, and technology are everywhere.
