If you as a CIO believe that your job is running the IT department, I have news for you: you\u2019re dead wrong.\nIn the past, CIOs could get away with that approach \u2026 more or less. They could stay in the background and keep things humming so that the rest of the company could get business done.\nToday, that just won\u2019t cut it. We have to step up to a new role as CIOs \u2026 one that we should have been doing all along:\nTo implement technology solutions that improve business performance.\nThere it is. One line. But to really grasp what it means, it may help to break it apart:\n\u201cTo implement\u201d \u2026 that\u2019s change management.\n\u201ctechnology solutions\u201d \u2026 that\u2019s technology management.\n\u201cthat improve business performance\u201d \u2026 that\u2019s performance management.\nThe bottom line is that my new role as a CIO isn\u2019t internally focused. I can\u2019t hide behind technology anymore. I can\u2019t have the title of \u201cCIO\u201d but really act as an IT manager safely walled up in my little tech silo. I am part of the business, and I have to engage with the rest of the business and provide strategic value to it through the use of technology. The good of the business is my primary concern. Technology is simply a means to that end.\nThat being said, let\u2019s take a look at what we as CIOs need to be doing in our new role to make that happen.\nChange managementTechnology is expanding faster today than ever before. Businesses need to leverage that technology to stay in the game. That means constant migrations, transformations, implementations \u2026 in a word, change.\nIT can\u2019t pass the buck on this: we have to be at the heart and center of every change management initiative that involves technology. We need to participate in strategy, planning, communication, execution, and leadership. We must evaluate how effective transitions have been, and provide training wherever necessary to ensure overall success and sustainability. (I always encourage IT folk to look to Lean Six Sigma for inspiration, tools, and techniques in change management.)\nTechnology managementBecause technology is expanding so rapidly, CIOs have a greater responsibility than ever to manage corporate technology solutions. Technology solutions may involve business process changes, automation, self-service, and business model adjustments. Key technology management questions include:\n\nWhat technologies are we implementing? Why?\nWhat technologies are we avoiding? Why?\nWhat upgrades are we adopting? Why?\nWhat upgrades are we skipping? Why?\n\nThe \u201cWhy?\u201d is critical in every case: IT must justify its decisions within the total business context. In my opinion, CIOs would do well to require a SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis done on every piece of technology being considered. After all, it isn\u2019t only efficiencies that can scale with the use of technology: inefficiencies can scale as well. It all depends on whether the technology was chosen wisely or not.\nPerformance managementFinally, CIOs need to start measuring the results of their activities to see whether they were effective or not. Business metrics could include P&L statements, balance sheets, earnings per share, customer retention figures, revenue analyses, cost and management accounts, etc.\nIt\u2019s time we as CIOs started talking the language of the rest of the organization. We will never be respected at the conference table until we do.\nPerhaps it\u2019s time for a new nameIf we have a new role as CIO, perhaps we should also rename our whole department. Forget calling it \u201cInformation Technology.\u201d As the above points prove, we\u2019re about a lot more than information these days. Let\u2019s start calling ourselves \u201cBusiness Technology.\u201d And remember \u2026\nThat\u2019s business first, technology second.\nThis article was originally posted on Forbes.