When infrastructure decisions shape growth outcomes

Date:
Wed, 08 Apr 2026 10:24:26 +0000

Description:
IT infrastructure is no longer a background utility: it is a vital engine of growth, resilience and competitive advantage.

FULL STORY ======================================================================Copy link Facebook X Whatsapp Reddit Pinterest Flipboard Threads Email Share this article 0 Join the conversation Follow us Add us as a preferred source on Google Newsletter Tech Radar Pro Are you a pro? Subscribe to our newsletter Sign up to the TechRadar Pro newsletter to get all the top news, opinion, features and guidance your business needs to succeed! Become a Member in Seconds Unlock instant access to exclusive member features. Contact me with news and offers from other Future brands Receive email from us on behalf of our trusted partners or sponsors By submitting your information you agree to the Terms & Conditions and Privacy Policy and are aged 16 or over. You are
now subscribed Your newsletter sign-up was successful Join the club Get full access to premium articles, exclusive features and a growing list of member rewards. Explore An account already exists for this email address, please log in. Subscribe to our newsletter For decades, Infrastructure & Operations
(I&O) teams have been the unsung heroes of the enterprise, maintaining the critical backbone of systems, security, and availability that the business depends on.

But the age of AI, cloud infrastructure, and distributed workforces has changed the game. IT infrastructure is no longer a background utility; CEOs and CIOs increasingly recognize it as a vital engine of growth, resilience
and competitive advantage. As a result, expectations of I&O leaders are
rising accordingly. Mike Anderson Social Links Navigation

Chief Digital and Information Officer at Netskope. Research shows just how central infrastructure has become to delivering business outcomes, as 80% of I&O leaders say their organization's IT infrastructure has become central to delivering on core business goals, while more than two-thirds (83%) feel that the personal expectations placed on them over the past year have intensified. Article continues below You may like AI is putting huge strain on tech infrastructure - so how can your company stay resilient? Five signs your infrastructure is stalling your AI strategy Tech leaders need a cloud reality check before its too late

To meet these rising expectations, I&O leaders need a clear understanding of whats driving todays CIO-CEO agenda. CEO and CIO demands Across executive and crucial conversations within the industry, three themes consistently emerge. First is a growing demand for visibility and trust. In complex environments shaped by hybrid architectures, cloud services , and AI, infrastructure often feels like a black box to senior leaders.

This lack of transparency undermines confidence. CEOs want clearer insight into the health, risks and opportunities across the IT estate, along with
more direct and transparent communication when issues arise. This sentiment was echoed by I&O leaders, with 61% reporting that their CEO is often frustrated by how little visibility they have into infrastructure performance and risk.

Alongside this, theres also an expectation for greater proactivity and strategic confidence. A defensive, If it isnt broken, dont fix it, posture is no longer sufficient. Senior leaders now expect I&O teams to anticipate
future business needs, make confident modernization decisions, and treat infrastructure as a dynamic asset that can enable competitive advantage. Are you a pro? Subscribe to our newsletter Sign up to the TechRadar Pro
newsletter to get all the top news, opinion, features and guidance your business needs to succeed! Contact me with news and offers from other Future brands Receive email from us on behalf of our trusted partners or sponsors By submitting your information you agree to the Terms & Conditions and Privacy Policy and are aged 16 or over.

Finally, theres a strong emphasis on the notion of pairing practicality with purpose. Senior leaders are explicit that theyre not interested in technology for technologys sake; they want solutions that are grounded, sensibly priced, and clearly aligned to business resilience.

Just as importantly, CEOs expect I&O teams to bring forward solutions not problems and to clearly demonstrate how every investment in IT supports a defined business objective.

Practicality, accountability, and outcome-based decision-making are now table stakes in executive conversations about infrastructure. What to read next How CIOs can create a strong foundation for an AI-enabled workplace Securing AI infrastructure is critical here's how to do it Why Agentic AI demands business process re-engineering The I&O reality check: pressure and uncertainty Of course, I&O leaders are not ignoring these changes. The signs point to a community thats keen to step into a more strategic role, but one thats also struggling with the scale and speed of the transformation
required.

While expectations have risen, empowerment has not always kept pace. Only 18% of I&O leaders are completely confident they have the people and budget to meet future requirements. This disparity drives anxiety, with the majority believing expectations around performance (55%), resilience (58%), and security (59%) are unrealistic given todays systems.

Contributing to this anxiety is a significant gap in strategic alignment. In fact, research from Netskope highlights how a significant number of I&O leaders feel disconnected from the conversations that shape long-term IT decisions, while others admit they lack clarity on their CEOs or CIOs priorities.

At the same time, the shift towards as-a-service technologies has left many feeling they have less direct control over core infrastructure than ever before. How to build strategic alignment To meet rising expectations and
close the gap between ambition and execution, I&O leaders can instead focus
on a set of practical actions that help strengthen alignment with senior stakeholders and position infrastructure as a strategic enabler. I&O leaders should:

1. Translate infrastructure decisions into business outcomes

The most effective I&O leaders speak the language of the business. Instead of framing discussions around technology acronyms like "ZTNA roll-out," they focus on the measurable business impact: agility gains, quantifiable risk reduction, and productivity improvements.

2. Engage earlier and more actively in strategic planning

When I&O is brought in too late such as after a major cloud or AI decision has already been made theyre forced to be reactive, retrofitting infrastructure to existing plans. To shift to a strategic role, leaders must seek earlier and more consistent involvement. By asking about long-term initiatives, future locations or expected AI use cases, I&O can proactively design infrastructure that enables the businesss ambition.

3. Advocate for architectural simplicity and consolidation

Reactive, incremental "Band-Aid" fixes to network problems are no longer sustainable, especially with the fast pace of AI adoption. Credibility is earned when I&O leaders propose long-term solutions that address foundational complexity, even when that means challenging short-term fixes.

4. Create ongoing visibility for senior leaders

Since many C-suite executives view infrastructure as a "black box," transparent reporting that demystifies the IT estate is crucial for building trust. The focus must be on clear insights related to performance, uptime, risk posture, and the impact of modernization, not just platform KPIs.

5. Position I&O as an enabler of safe, scalable AI adoption

AI is fundamentally reshaping connectivity and security, and I&O is expected to have the answers. Leaders must position I&O as AI enablers who are able to secure access to models, protect sensitive data from leakage or prompt injection, all while using AI internally to automate operations. Turning expectation into opportunity The organizational opportunity is clear: I&O leaders are ready and eager to transform infrastructure into a more resilient engine for enterprise success. However, their ability to deliver is constrained by legacy systems, resource limitations and strategic misalignment.

To forge stronger connections with the C-suite, I&O teams must focus on translating infrastructure choices into business outcomes, joining the strategic planning cycle earlier, advocating for modern architectures, providing better visibility, and of course, leading the charge on safe AI adoption. These shifts are now core to delivering what CEOs and CIOs need
from their organizations. We've compiled a list of the best IT management tools.



======================================================================
Link to news story: https://www.techradar.com/pro/when-infrastructure-decisions-shape-growth-outco mes


--- Mystic BBS v1.12 A49 (Linux/64)
* Origin: tqwNet Technology News (1337:1/100)