I think the real problem being illustrated here is that the IT side of the shop needs autonomy to do what it knows to be correct somewhat independently of the business side of the shop.

Ultimately, trust is what governs how much oversight you should be expected to suffer in an organization. In my shop, I don't have to ask for permission to do anything unless it touches our customers in some way. If I see a machine that is struggling or a SaaS plan that is reaching quota, I simply upgrade. Every now and then someone will ask me about a new bill or increase, but I don't have to subject myself to multiple depositions to move the ball forward.

The suits should consider the downsides of creating an environment where one has to plead for permission to conduct the most trivial tech work. How much innovation is going straight into a burning trash can over convoluted change policies that were established in some ivory tower a decade+ ago?

Can we somehow reframe the organization in a way where the business is modeled as a customer of the IT team? That seems to me like a much simpler way to think of things, because at the end of the day if the business fails, the IT shop is has no raison d'etre.