Information technology has become a pervasive part of doing business in nearly all organizations during the last decade. It has also dramatically shifted roles, moving from automating back-office processes to becoming a strategic enabler of new offerings and new ways of doing business. Whereas this shift has resulted in many benefits -- from a record rise in employee productivity to the creation of innovative new products and services that would have been impossible a decade ago -- IT's coming of age has also brought new challenges for leaders. The traditional strategic planning model, focused on predicting the future for some number of years out and then developing a plan that positions the organization for one or more of these possible futures, falls short. Change will not wait for the start of the next planning cycle, and failure to quickly respond to change leads to missed opportunities or, worse, to irrelevance. A new model for strategic planning is needed.