Many organizations in Asian countries are struggling to sustain the Information Technology (IT) agenda beyond basic enterprise systems (like Enterprise Resource Planning [ERP] implementation). To sustain the real benefits of an enterprise system, these organizations require a different paradigm of information leadership and a contextually relevant IT governance structure and supporting mechanisms. The Chief Information Officer (CIO) alone cannot make ERP deliver business value; rather, it requires the participation of all in the top management (TP) team. The present case presents the dilemma faced by a real-life Indian manufacturing organization. After the successful implementation of an ERP and reaping initial benefits, the organization feels it is not creating any incremental value. Though the case pertains to the manufacturing industry, it is equally relevant to organizations across all kinds of industries such as banking, insurance, retail, etc. The case highlights the situation that is common in many organizations. It has been developed with the objective of appreciating the need for, and building an understanding of a collective form of leadership and a befitting governance structure with respect to IT management. Two specific tools, the information leadership grid and IT governance matrix, have been synthesized based upon literature review as specific tools for the purpose.