Sanjay K Mohindroo

Discover how IT leaders drive new revenue streams through digital products, reshaping business models, and fueling digital transformation.

A New Mandate for IT

For decades, IT was viewed as the custodian of systems—charged with keeping the lights on, managing risk, and cutting costs. That era has passed. Today, the most progressive enterprises see IT not as a back-office function, but as a frontline driver of growth.

The shift is profound. IT is no longer just enabling the business; it is creating new business models, new experiences, and new revenue streams through digital products. From data monetisation platforms to AI-driven services, from customer-facing apps to industry-specific digital solutions, technology leaders are proving that digital products can sit at the very heart of corporate strategy.

This post explores IT’s pivotal role in building revenue-generating digital products. It shares why this matters to boards, how global trends are reshaping expectations, lessons from the field, practical frameworks, real-world examples, and a forward-looking view of what’s next. My goal isn’t to hand out a checklist. It’s to invite a conversation: what would it mean if IT in your enterprise were not just a cost centre, but a profit engine?

A Board-Level Priority

Why should boards care about IT’s role in creating digital revenue streams? Because it reshapes the fundamentals of enterprise value.

1.   Growth in a Low-Margin World

Traditional revenue streams are under pressure. Boards want growth that is sustainable, scalable, and resilient. Digital products offer high-margin, recurring revenue potential.

2.   Risk Diversification

By building digital products, organisations create new business models that buffer them from market shocks. For example, a manufacturer can monetise predictive maintenance data, reducing dependence on hardware cycles.

3.   Customer Engagement as Currency

Digital products keep customers engaged beyond transactions. Boards know loyalty now stems from experiences, not just products.

4.   Strategic Credibility of the CIO

For CIOs and CTOs, creating revenue-generating products is the ultimate signal of strategic relevance. It shows IT is not just executing priorities—it is defining them.

This is not simply an IT operating model evolution. It is a shift in how enterprises define and measure value creation.

Key Trends, Insights, and Data

Global trends reveal why IT’s revenue-creation role is accelerating:

1. Subscription Economies Are Surging

According to Zuora, subscription businesses grew revenues five times faster than the S&P 500 over the past decade. This shift positions digital platforms and services as central revenue streams.

2. Data as a Product

IDC projects the global market for data monetisation to surpass $370 billion by 2030. Enterprises are increasingly turning raw data into packaged insights, APIs, and platforms. #DataDrivenIT

3. AI and Automation as Services

Generative AI is redefining product categories. From virtual assistants to decision-making engines, enterprises are building AI-as-a-service platforms that generate revenue.

4. Ecosystem and Platform Thinking

Companies like Microsoft, Amazon, and Salesforce have shown how platforms amplify revenue through ecosystems. Boards are asking: where is our platform play?

5. Rising CIO Priorities

Gartner notes that 75% of CIOs expect to directly contribute to revenue by 2026. Digital transformation leadership is no longer about enablement—it’s about monetisation.

These signals point to a new reality: IT is the growth engine, not just the infrastructure provider.

Across my leadership journey, I’ve seen IT revenue innovation succeed—and fail. Three lessons stand out:

Start with Customer Pain, Not Technology Potential

In one project, the team focused heavily on showcasing advanced analytics capabilities. Customers weren’t interested. They wanted specific insights tied to business outcomes. When we reframed the product around customer problems, adoption soared.

Takeaway: Digital products succeed when anchored in real pain points.

Treat Digital Products as Businesses, Not Projects

I’ve watched enterprises launch digital platforms with big fanfare—only to abandon them when initial adoption was slow. Why? They treated the initiative like a project with an end date. Successful cases created dedicated product teams with ongoing funding.

Takeaway: Revenue-generating products require sustained ownership.

Culture Determines Commercialisation

In one manufacturing enterprise, IT had developed a brilliant predictive maintenance tool. But the culture treated IT as an internal service provider, not a revenue generator. Sales teams weren’t incentivised to pitch the product. It never scaled.

Takeaway: Without cultural alignment, even the best digital product will stall.

Frameworks, Models, and Tools

To make this actionable, here’s a framework I call the Digital Revenue Flywheel.

1. Identify

Look for underutilised assets: data, platforms, processes. Where can IT convert value into products?

2. Incubate

Start small with pilots. Test with real customers. Align with business units but retain IT’s leadership in technical innovation.

3. Scale

Once validated, invest in growth: dedicated teams, ongoing funding, marketing support, and customer success.

4. Monetise Ecosystem

Extend beyond the enterprise. Open APIs, create marketplaces, and invite partners to build on top of your digital products.

Checklist for Leaders:

• Have you identified data or platforms with revenue potential?
• Do you treat IT-built products as ongoing businesses?
• Is there a governance model for digital product funding and ownership?
• Do your KPIs measure adoption, retention, and revenue—not just delivery milestones?

Proof in Action

Case Study 1: John Deere – Turning Equipment into Platforms

John Deere transformed tractors into connected platforms. Farmers pay for precision agriculture insights derived from data. IT was central in creating the ecosystem.

Lesson: Data and connectivity can create entirely new revenue models.

Case Study 2: Adobe – From Licenses to Digital Services

Adobe’s pivot from software licenses to cloud-based subscriptions transformed its revenue base. IT leadership drove the technical and cultural shift.

Lesson: IT-led delivery models can redefine entire industries.

Case Study 3: Anonymised Industrial Enterprise

In one manufacturing enterprise I supported, IT developed an IoT platform that allowed customers to monitor machine performance. Over time, it became a paid product offering, generating recurring revenue that rivalled hardware sales.

Lesson: IT can transform internal efficiency tools into external revenue products.

Case Study 4: DBS Bank – Banking-as-a-Platform

DBS moved from traditional banking to a digital-first model, offering APIs and platforms that third parties pay to use. IT’s role was central in ensuring scalability, security, and trust.

Lesson: Even in regulated industries, IT can pioneer new revenue pathways.

Call to Action

What does the next decade hold?

• AI-Native Products: Enterprises will launch new products powered entirely by AI, from decision platforms to personalised experiences.
• Industry Convergence: Traditional sector boundaries will blur. Retailers will sell media, manufacturers will sell insights, banks will sell platforms.
• Composable Enterprises: Digital products will be assembled like Lego blocks, enabling rapid revenue experimentation.
• Board-Level Tech Fluency: Directors will increasingly evaluate CIOs and CTOs based on direct revenue contributions.

The call to action for today’s leaders: reframe IT as a revenue organisation. Start with one digital product. Align incentives. Measure outcomes. Build momentum.

Because here’s the truth: enterprises that fail to create revenue streams through digital products will fall behind those that do. And CIOs who embrace this role will define the next era of digital transformation leadership.