Doesn't your job as a CI expert seem to be to learn about and connect anything, anywhere, anytime? When people get stuck with figuring "IT" out, don't they come to you or someone like you?
While I realize at any point in time, the remit is much more focused, the essence of CI is increasingly broad and losing definition. Like me, you are seeing discussions of this on numerous blogs, at SCIP, and at your place of (dis)employment.
Expertise is increasingly like herding cats.
You perhaps increasingly resemble the local politician running for and trying to stay in office - or the small business owner. In a world where knowledge is doubling in days, as is the technology for managing and manipulating that, where work is being virtualized, and the essential organization is splintering into more external links or offshore connections as partners/suppliers, you still get to manage "ALL" of it.
Some things to consider doing:
1) Put multi-experienced, interdisciplinary thinkers in these roles.
2) Emphasize a democratic approach wherein the "CI" leader needs to tap the full capability and participation of the organizations they serve.
3) Because "CI" people have to be multidisciplinary to be successful (beyond their functional peers), make sure they are deeply involved in innovation.
4) Create experiential learning for the community you serve...ideation, scenario planning and war gaming, convene real/virtual panels of external experts, multi-functional centers of excellence on specific competitors
5) Volunteer with not-for-profit or business development entities in the community to get a broader perspective and extend your network - and learn to herd cats.