My experience is that 'the IT department' with its 'IT people' is not really interested in keeping track of stakeholders and (changing) stakeholders' concerns. Therefore all solutions for the related issues arising from these (big!) aspects are tunneling down to the IT leader to cope with. In transforming organizations this is a hell of a job, especially when the IT manager cannot find help from 'its people', because they regard themselves as specialists in IT, but (ironically) are analytically skilled to be able to help on this aspect!
I think successful IT managers in changing organizations are more successful if they are able to transform the mindset of the 'IT people' and use their skills to provide solutions for their stakeholders and their concerns and therefore making the IT manager more effective managing these.
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