Information technology governance is generally defined as the locus of IT decision-making authority. This paper argues that IT governance also includes the capability to integrate IT decision-making between key stakeholders. Exploratory case studies are conducted in Financial Services to develop a richer understanding of what the emerging capabilities are of IT governance. Findings indicate that IT governance capabilities -while necessary, though not sufficient-, go beyond formal-hierarchical modes, and include important lateral and socialisation mechanisms. In particular, the role of competency, credibility and coalition building are essential to IT governance. Directions for future research are discussed.