For far too long, far too many in the U.S. IT community have taken an approach that's disturbingly '90s-Microsoftesque: Rather than going head-to-head with your competitors with strength and confidence in the value of what you have to offer, you focus on peripheral measures aimed at eliminating your competitors so you don't have to deal with them.

For years that mind-set has pervaded our response to the competitive threat posed by foreign IT workers: We don't like having to compete with these people, so let's devote ourselves to making them just go away.

What a waste. What if all the energy that has been expended on restricting H-1B visas had instead been directed toward raising the value of what it is we have to contribute? Do we even know how to go about accomplishing the latter?

IT executives with successful global operations do. They know it's all about innovation.

I recently spoke with Larry Buettner, CIO at automotive fleet management services provider Wheels Inc., about the challenges he's confronting in synthesizing IT operations in 10 countries in Europe. Buettner, a 2006 Computerworld Premier 100 honoree, was reflecting on what it takes to be competitive in that kind of environment. Top of mind, he said, is this: "How do you continue to innovate in dealing with so many of the complexities of these different countries?" He's not worried about how to deprive anyone else of the opportunity to compete. He's focused on how to continue to innovate.