Re: Surely it's obvious
It is very difficult to explain to middle management how some "innovation" is good for the business and should be invested in (unless some competitor is already doing it).
Some huddles are the IT department's own doing, and the rest (although various) can be classed as "oil - water interfaces" between different branches of an organization.
IT is often viewed as modern day typing pool or office cleaners, and are too busy with day-to-day duties. They are the nurses of IT equipment - essential and poorly paid. What is needed is a fitness instructor or personal trainer.
Poor internal marketing skills. With someone in technology with a strong clean vision and good communication skills. Innovations (to others in the company) might provide solutions looking for a problem, barriers to entry (user training, new equipment, etc.) which appear too high.
Since it is so difficult for technology departments to plead their case to the bean-counters, the few solutions which do make it, get all the love and the IT department becomes polarized and inflexible - hypothetical example, buying MS products has a clearly defined cost (fixed and variable) over a free/open product with fuzzy costs (this is why cloud services win with bean-counters); more MS tools are bought to service the MS environment, then fashion changes to BYOD and the IT department is left looking stupid.
In your face arrogance, the technology experts use complexity and jargon to exclude other business units. Other business unit leaders send their stupidest employees (from a business point of view) to interface with the technology experts, to avoid feeling stupid themselves.