I see librarians as working more with certainties, while IT involves unpredictability, uncertainty and to some extent trial and error. Most IT people will admit to an incomplete understanding of their craft, and there is maybe a greater need to rely on the expert knowledge of others. I think this might have led to differences in management styles. This uncertainty might also extend to the hypothetical case of the ITmanager taking over an integrated information service. Of course it does, and the only way to deal with this is by encouraging openness and comment.
Devolved management is crucial, and so is breaking down barriers.
Managers need to be out there with the people they manage and the people they serve. One of the ways of managing integrated information services involves massive organisational engineering. Brady's way avoids this kind of step-change, and relies on an evolutionary process based on recognising existing strengths, redrawing the boundaries in some parts of the organisation, protecting the specialisations in others, and flexibility. Change can be pushed too hard, to quickly and too soon. Involve people, present it as a challenge not a problem, and it can succeed.