In a perfect enterprise this would work.   But in reality this is just a theoretical as the solutions the author debunks.<p>The problem with companies is that they have departments and whether you like it or not those departments compete with other departments for resources.  That in turn means those departments have matters that they want to keep internal (like “we pushed a lot of next quarter’s sales onto this year to make ourselves look better at review time”)<p>To make the point try this and see what reaction you get.  Go up to a senior exec. in your company and say “Hi.  I’m from IT.  I’m going to sit in on all of your internal meetings, have access to all your internal numbers and pretty much act like a part of your team.  Except that I won’t be reporting to you and will report everything you say  and do to my own boss”<p>Don’t get me wrong.  I’m not saying I disagree with the author.  But for his theory to work IT people need to realize they aren’t the biggest hurdle.  The bigger hurdle is to get your organization to buy into transparency.  To adopt an open culture where people act as a whole organization and not a series of departments.  Only then can IT integrate itself as the author suggests.