[For more data on today's CIOs and their relationship with the business, see CIO's ]

A few years ago, launched a broad annual study of various business leaders' "Digital IQ." Through the research, we seek insights into the challenges companies face associated with connecting the enterprise's strategic objectives with the actual business value--which is often reached several years after the big ideas are hatched.

The 592 survey respondents this year comprise equal parts business leaders and IT leaders for purposes of balance. The survey covers an array of issues, ranging from attitudes about IT's contribution to corporate competitiveness, to business/IT alignment, to IT management practices. The industries included in the survey are large or very large companies in banking, financial services, insurance, and consumer products, among others. Some of the most instructive responses in Digital IQ 2010 relate to the senior business executive support for IT.

The promise of a fully integrated organization in which there are no formal "business" and "IT" distinctions must begin at the top. IT's capability must be viewed by all business leadership as both a driver of growth and a tool to improve efficiency. While 64 percent of respondents agree with this statement, I find it incredible that the figure is not in the 80 percent to 90 percent range. I was reminded by the CIO of an oil & gas company that "IT's role is not always strategic, and that's ok." In this case, I would expect the CEO to still be an active champion of IT to improve the business operations and efficiency (and the CIO to work hard to develop a broader perspective of IT's potential).