Should Technology be at the Heart of IT?

When working with senior IT management a while back an example served to highlight different approaches to managing the IT function, or at least sub-components of it. What appeared obvious is the influence of the background and experience of management as people tend to play to their strengths. The example was a discussion around a new position that had been created in the IT governance team relating to process and ITIL.
 
What struck me about the approach was that the technology was already embedded, and the person was being recruited to manage the technology and build process around it. In other words technology was at the core of the business objective with administrative and procedural components being mapped around it. Is this the right way to approach IT management? The obvious risk is that this may render the situation at the mercy of the given technology, and should the technology be replaced within the organisation this will require a refocus on skills and possibly infrastructure or other components radiating outwards. Documentation and other sound governance elements will also require a revisit.
I don’t believe this model to be entirely wrong – there may be instances where building a function around a technology are advantageous, especially when core business objectives revolve around the technology.
 
From a maturity, reuse and risk management perspective I believe the process should be at the core of the function with technology acting as an enabler, especially given the current rate of change. I mention risk because in the Information Security space this is analogous to the development of an InfoSec Policy, which starts at a sufficiently high level to be technology agnostic and then to plug in current and future technology at lower-level standards and sub-policies. If technology comes before process then the latter constantly has to be updated as the technology matures.
 
So, is the decision to place technology or process at the centre due to the skills/experience of management driven by those more in touch with the technology (or those who shout the loudest), and is it destined to be tactical rather than strategic?
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