When Infrastructure Decisions Shape Growth Outcomes

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. This shift is clearly reflected in new research conducted by Netskope with CEOs and I&O leaders.

As a result, the I&O leader’s role—from technical operator to strategic partner. New Netskope research highlights just how much pressure I&O leaders are under as expectations rise across the C-suite:

• 80% say their organization’s IT infrastructure has become central to delivering on core business goals.
• 80% report that expectations from senior leaders have risen in the last 12 months, with the sharpest increase in demands related to IT infrastructure performance, enabling AI, and supporting new products.
• 83% of I&O leaders feel that the personal expectations placed on them have intensified.

CEO and CIO demands

To meet these rising expectations, I&O leaders need a clear understanding of what’s driving today’s CIO-CEO agenda. Netskope’s research points consistently to three themes:

1. A growing desire for visibility and trust

CEOs interviewed as part of Netskope’s research consistently expressed frustration with the lack of visibility into modern IT infrastructure. In 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.

2. Rising demand for proactivity and strategic courage

CEOs were equally clear that expectations for I&O leadership have shifted. 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.

3. Practicality with purpose

CEOs interviewed as part of Netskope’s research were explicit that they are not interested in technology for technology’s sake. They want solutions that are grounded, sensibly costed, 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 dollar invested 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

I&O leaders are not ignoring these changes. The research shows a community eager to meet the moment, but one that is struggling with the scale and speed of the transformation required.

This strategic elevation, however, is not matched by empowerment. Only 18% of I&O leaders are completely confident they have the people and budget to meet future requirements. 

This disparity drives anxiety, with majorities 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. Nearly two-thirds (63%) of I&O respondents felt far removed from the strategic conversations that shape IT decisions, and 20% admitted they lack a clear understanding of their CEO’s or CIO’s objectives. Furthermore, the growing reliance on “as-a-service” technology leaves over half (52%) of respondents feeling they have less control than ever over their core infrastructure.

How to build strategic alignment

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—after a major cloud or AI decision has already been made—they are 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—able to secure access to models, protect sensitive data from leakage or prompt injection, and leverage AI internally to automate operations. 

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 must focus on translating infrastructure choices into business outcomes, joining the strategic planning cycle earlier, advocating for modern architectures, providing better visibility, and leading the charge on safe AI adoption. 

These shifts are now core to delivering what CEOs and CIOs need from their organizations.

Download the full report, Crucial Conversations: Line of Sight, to learn more.