A CIO doesn't propose technology, but offers a solution to a business problem, said Mike Jones, CIO of Michael's Stores Inc., an Irving, Texas-based retailer of arts and crafts supplies. "If you say [to the executives], 'See, doesn't this server looks great?' No one cares." The approach is to explain IT efforts as ideas other executives can grasp, such as using technology to better track customer shopping habits.

"I have to build the infrastructure to track the customer data and tie it to the customer," Jones said. "I didn't tell them I have to track customer data. I just told them I'd like to know about this [customer information] and this is what I can do.

"If I haven't delivered the business benefit, I haven't achieved success," said Ken Brame, CIO of auto parts retailer AutoZone Inc., in Memphis, Tenn. He noted that part of the CIO's business role is to work with senior executives in the other parts of a company, such as those in merchandising and supply chain operations. "We, as CIOs, see the company top to bottom and side to side. It's a unique opportunity to cross boundaries and provide leadership to use these [technical] innovations to make things happen."

Part of the job also requires planning several years in advance. "If we wait for a problem to appear to find a solution, we're dead," said Brame.

The CIO's role also involves learning how to embrace business change, said Janet Sherlock, CIO of Calico Corners, a Kennett Square, Pa.-based fabric retailer. "The CIO's role is not just chief information officer, but the chief process officer. One thing I implore my applications staff is that it's not just about implementing a system. They're responsible for the full service success and not just measured by being on time and on budget.