<p>Requested by the business, squeezed by external providers—internal IT organizations are under more pressure than ever to adapt to constantly changing requirements. An IT-business partnership is currently the required standard.</p><p>In plain language: a&#xa0;new business model is needed. The same applies to multi-provider management and service brokerage. No matter how the corporate strategy envisages the integration of IT as a&#xa0;competitive factor, the transformation to a&#xa0;management organization is essential.</p><p>Digital expertise, particularly in relation to digital value creation, the use of technologies such as artificial intelligence and platforms as well as service integration, is becoming increasingly urgent when it comes to repositioning. This is precisely why it is necessary for digital and IT expertise to be represented in company management.</p><p>Consistent restructuring requires letting go of operational IT. Targeted sourcing measures can create the freedom to devote more attention to the specialist areas than before.</p><p>Thinking further, an IT-business partnership only achieves the required level of effectiveness when IT organizations have positioned themselves as business technology solutions with new roles and business-oriented areas of expertise. Business understanding and technological knowledge form the basis for digital and value-adding solutions.</p><p>It is conceivable that internal IT organizations will disappear from the organizational chart and BTS will act as a&#xa0;virtual layer across all business areas to shape the envisaged IT-business partnership. Not as a&#xa0;separate staff unit but integrated into all organizational units.</p><p>The IT business partnership—this must be clear to everyone involved—ends the raison d’être of traditional IT organizations. The idea doesn’t work under that.</p>