Matula's response: "In a major change project, the success is based on the fact that a high-ranking officer leads it. They've got enough charisma and power to negotiate with the board and all players involved in change."

Pulwarski: "While speaking about changes that are strategic and affect the way business goes, changes not strictly technological, I would strongly oppose CIO leadership of the change. He might be, rather, the facilitator of the change, the tools and solutions vendor. Major change should be led by someone from the business and/or the board instead. The fact that the change is based on technology doesn't justify CIO leadership. Let us consider a PMO [project management office] localization analogy: In the beginning it was usually placed in the IT department. Later on, in mature organizations, it became an independent body governed directly by the board. For the same reason IT should not rule the business."