Chuck's post is quite thoughtful and has some very useful points to include in your operating style. The point that the customer for IT is the business is mistaken. In fact, one of the things that consistently gets CIO's shown the door is a failure to be focused on the customer, on driving revenue. That doesn't mean you aren't focused as well on suppliers, employees and other stakeholders but it's all in the context of a partnership with the business.
As an aside for those who've asked about the new role I've taken on with BTM Corporation, I am going to be even more focused on working with CxO's, including the CIO, to help take this business/IT partnership to a new level- to move from aligning the business and technology to converging business and technology. We move from "Information Technology" to "Business Technology". That's a topic for another post.
I completely agree with Chuck's point that customers and revenue are not solely the CIO's role and responsibility. Instead the CIO works in tandem with the business to focus every effort squarely on the customer. The failure to do so is a prime reason why CIO's struggle for the mythical "seat at the table". In fact, in many cases a CIO vacancy (i.e. "left to explore other opportunities") is the result of a lack of vision and drive to help create and retain customers.
In my mind, even projects to fix the plumbing are there to better serve customers and should be expressed that way. If you can't define a project in business impact, then you aren't ready to ask for the resources to accomplish it.
Whom Do We Serve? « The Effective CIO: ""