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It’s commonly said that IT and Marketing speak different languages. In reality, they usually want the same thing: growth, reliability, and measurable ROI.

For a CTO, a new digital marketing partner isn't just a source of leads; they are a new set of variables in a controlled environment. When marketing enters the room, the risk profile shifts. And that’s why if you are an IT Manager, you aren't just looking for "creative flair".

Last week, we explored why making technology decisions with imperfect information has become unavoidable.

Last week we discussed the difficulty of making technology decisions with imperfect information.

Last week we discussed strategic debt. Most technology decisions are made with incomplete information. What has changed is how incomplete that information has become.

Most leaders understand technical debt, but few spend enough time thinking about its cousin strategic debt.

For decades, stability was the goal of most organizations. Systems that worked reliably, predictable operations, and minimal disruption were signs of success. If your technology environment was stable, you were doing something right.

Many organizations still describe their progress through the language of transformation. Digital transformation. Cloud transformation. Organizational transformation.

As organizations grow more complex, the question of ownership often becomes harder. Most teams agree that some work should stay internal and some work can live with external partners, but the line between the two gets fuzzy. And when that line is unclear, friction follows.

Every organization wants stability in today's VUCA world: systems that work, predictable operations, and fewer surprises are comforting, especially as complexity grows.