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.
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.
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To meet these rising expectations, I&O leaders need a clear understanding of what’s driving today’s 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, there’s also an expectation for greater proactivity and strategic confidence. A defensive, “If it isn’t broken, don’t 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.
Finally, there’s a strong emphasis on the notion of pairing practicality with purpose. Senior leaders are explicit that they’re not interested in technology for technology’s 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.
The I&O reality check: pressure and uncertainty
Of course, I&O leaders are not ignoring these changes. The signs point to a community that’s keen to step into a more strategic role, but one that’s 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 today’s 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 CEO’s or CIO’s 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 – they’re 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 business’s 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.
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