A guide for I&O leaders building a future ready operating model to embrace new strategic responsibilities without compromising current activities. The keeping-the-lights-on aspect of IT has never been considered particularly glamorous. Not long ago, whether IT infrastructure and operations (I&O) could or even should run as more than a cost center was debated. With software gaining in importance, IT teams began to separate: the innovation side and the predictable side. Fast-forward to today, and organizations of all sizes and types have never been more grateful for and dependent on their I&O leaders.
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