Thanks to all who posted responses to the online version of this column. Several readers questioned the basic premise of the article: Why is moving out of IT and into \u201cthe business\u201d a good thing? Here is a sampling of the comments:\u201cMy perspective is that we are all businesspeople; we just bring different skills to the table,\u201d wrote Brent Stahlheber, executive VP and CIO of The Auto Club Group (AAA). \u201cStating what we can do to move from our technology position assumes that we do not have a critical role in leading business change.\u201d Or as Arun Gupta, an IT exec at Pfizer India, commented, \u201cDo we have stories of other functions aspiring to the CIO shoes? Are we negating the value the CIO brings to the organization?\u201dSoon after I read these comments, I was talking with Tom McLain, VP of IT for Old Mutual Asset Management in Boston. He has recently added operations to his purview.I asked him why. \u201cOperations gives me a different perspective of the organization,\u201d McLain says. \u201cI learn new skills and I get to diversify my responsibilities from the tactical intensity of leading IT.\u201dNew skills and less stress. These sound like solid reasons to make a move. But I suspect there is another factor driving CIOs out of IT: Moving into the business validates your existence as a businessperson delivering real value to your company. So what will it take to raise IT out of its second-class status? Emmanuel Ramos, a former CIO, says that as long as the phrase \u201cIT and the business\u201d exists in corporate parlance, the dichotomy and hierarchy will persist. So he has focused on rebranding. \u201cWe need to start thinking of ourselves as businesspeople who happen to deal with a technology function rather than the other way around,\u201d he wrote. \u201cIn my previous CIO posts, I have strived to brand the technology group as the \u2018Business Technology\u2019 group rather than IT in order to educate my peers about [our role] in the business.\u201dTry a little branding experiment of your own. Identify some linguistic instances that distance IT from the business and jettison them from the language of your company. Re-title a technical position or two, rebrand an IT project, rename your IT organization. Deploy the changes into corporate-speak and see how they influence the perception of IT\u2019s business function.