Talk about challenges any organization might be grappling with and there's one thing that would be common: lack of communication and appropriate dissemination of the information. I experienced this while I was engaging one of our prospects and thought would share it with you all who are out there looking for an enterprise wide platform for IT Governance.
Sure you are looking for technologies to drive organizational change, however, do not forget to look at the blindspot -- an organization's culture to communicate across departments. Afterall, its for the people, by the people, of the people.
If your organization hasnt taken care of the employee capabilities, team work, competence centers and organization structure where people are being put to streamline processes and IT Governance then yours is a daunting pursuit.
It is not a matter of "8 to 5 regular job" but playing vital roles in aligning yourself with your CIO's vision. Organization must form various speciality groups:

i) Steering Committee: that will define the problem and strategy for managing organizational change, guidelines and priorities for IT investment, distinct rules and results/outcomes.

ii) Capital Planning and Investment Committee: that will analyze the various IT investment proposals as per the rules defined by the steering committee, workout the business benefits, discuss the assessment , recommendations and accountability with the steering committee

iii) Enterprise Architecture Committee: to define various enterprise wide architectures (data, applications, networks, workflows, interoperability, flexibility, scalability, reusability, integration etc.). This group must bring out the trade-offs, impact and available choices. The new addition preferably should not make existing apps redundant and at the same time it should be flexible enough to integrate with future purchases.

iv) PMO/SEPG: to layout the best practices in the feasibility and risks assessment while evaluating a vendor as well as deploying the enterprise wide best practices and processes after the product rollout. v) IT Admin. department: to provide the neccessary support for , possibly, piloting a vendor or more and then rolling out one of the products. They should also have process to assess the vendor's customer support capabilities. and the last one I would like to add when I heard it from one of my colleague from country down under:

vi) Techies: "It is so damn difficult to drive the business value through these little anarchaic creatures". Sure do align them beforehand.

Its a long arduous journey, never forget to develop guiding coalition, resolve differences, reconcile conflicts and build consensus.
Job well done and collaboration by these speciality groups would bring value to the stakeholders otherwise evenif the CIO has a great vision and makes the right decision, it does not guarantee the expected business benefits.