Part of this is just an org structure problem in general. Paywalled, but https://blogs.wsj.com/cio/2014/06/19/why-you-should-eventually-fire-your-cio/ https://

Part of this is just an org structure problem in general. Paywalled, but https://blogs.wsj.com/cio/2014/06/19/why-you-should-eventually-fire-your-cio/ https://blogs.wsj.com/cio/2014/06/19/why-you-should-eventual... They make the argument that every C suite employee should be tech literate, and if thats the case, then all the "tech decisions" dont fall to one bottleneck on the team, and it isnt that one persons job to persuade everyone else of something they may choose not to understand. The organizational structure itself, perpetuates silos, and holds companies back from evolving and growing. "One of the key reasons the C-suite has not yet developed tech maturity is the presence of the CIO. Executives feel that they can deflect technology responsibilities to the CIO in part because the very existence of a technology executive provides an excuse to do so (why else is he or she there?) In the same way that no self-respecting firm would hire a chief quality officer today (quality should be everyone’s job), firms risk perpetuating the technology equivalent of a chief quality officer when they hire a CIO." "Even if the CIO’s role endures, expect it to involve more facilitation, coordination and strategic planning rather than implementation and operation, while the rest of the executive team handles day-to-day IT decision-making." CIO should own the process of governance building, and collaboration enablement. Figuring out how to facilitate communities within the company coming together, and supplying them with the resources they need to succeed. Just like any other sort of resource planning.