How would you improve these ratios?

A CIO would need to be aware of next year's architecture capabilities. For example, don't buy last year's solution because you lack an understanding of next year's capabilities, and don't purchase solutions that address only current needs. I recommend assessing 3- to 5-year business requirements before purchasing new solutions.

The CIO needs to be continually implementing IT maintenance cost reduction initiatives while simultaneously proposing business enablement projects to be viewed as effective. Most IT budgets have reached the level where they cannot always be increased to accommodate business needs. Instead, it is part of the CIO's job to continually be shifting finite IT dollars from maintenance activities to enablement projects.

How can IT departments better engage other departments--from operations to HR to the CFO?

CIOs need to engage other parts of the business--it's all about understanding the voice of the customer to address and drive the work of the IT department. It's not about pet projects, the coolest tools and vacuum thinking. IT departments need to consider themselves concierges and waiters. They need to be community service workers who hold town hall meetings to educate the "citizens." Projects like SharePoint and other company portals are forcing IT staff out of the data room and into the conference room to work hand in hand with the rest of the organization.

Tony Treccapelli, a managing director at Alvarez & Marsal Business Consulting, leads the firm's Information Technology Solutions team from New York.