Old Philosophy in a New Wrapper
Unbounded IT teams are nothing more than the mutli-disciplined project teams that have been used for the last 30 years to deliver business solutions. While the advice is sound, it's nothing but old, good management practice in a shiney new wrapper. As long as you have a large enough enterpsie to have some scale in IT, you can dedicate resources to project/initiative oriented delivery and dedicate some resources to more traditional IT roles to manage your network, provide break/fix type support, etc. You can even designate some of your initiatives (as part of portfolio and budget management) to focus on innovation. You just need to balance the business demand for immediate results initiatives with the IT demand for innovation efforts (which can often times be perceived as failures by the business as some innovations are not on target for business/customer needs and others are technical failures but with good learning).
I would also be careful abouut when and where the CIO allows purely business selected and business implemented technologies into the enterprise. There is certainly a place for these solutions, but the business does not understand things like integration, data ownership and consistency, security, etc. And the vendors are only interested in selling their products, so they don't properly warn the business of potential future issues when things are implemented in a silo. So IT get's left being the bad guy when they have to bring up architectural and cost issues when the business all of a sudden decides that their siloed solution now needs to integrate with corporate applications and infrastructure.
I also find it interesting that the article recommended removing the silos in IT to build high performing teams but it advocates the implementation of siloed solutions for the business. Why would the same logic not apply. Why would an eye toward partnership, consistency, and integration not best serve the entire organization. Maybe, as with the solution vendors, this is really in Deloitte's best interest so they can be the implementor of these siloed solutions for the business.
Finally, while the article is interesting, it says a lot about some one's opinion of what needs to be done (like much in the media today), but there is very little detail of how to actually achieve the results. Maybe the Deloitte article(s) provided more than just high level marketing, but I have to wonder. It seems this is a trend today with most of the so called thought leaders. Gartner is another great example of this.....a lot of opinion on what but almost none of the how.