Don\u2019t talk about spending money; instead, speak to\n results.Any conversation about the IT budget needs to get the CFO on\n your side. Avoiding technical jargon is smart, says Sam\n Silvers, principal and national service line leader with\n Deloitte Consulting\u2019s financial management practice,\n because CFOs\u2019 biggest complaint is that CIOs simply\n don\u2019t speak the language of business.But Silvers thinks CIOs should go even further and remove\n the word \u201cbudget\u201d from their vocabulary.\u201cBudget is a cost-based thing\u2014it\u2019s not\n investment based,\u201d Silvers says. His phrase for the\n keep-the-lights-on infrastructure spending? \u201cRisk\n mitigation.\u201d After all, what happens if you can\u2019t\n send an e-mail because the company cut the budget for network\n upgrades?He recommends that CIOs frame budget discussions in terms of\n how IT spending does six things:\n Increases business investment;\n\n Increases customer satisfaction;\n\n Enhances the customer relationship;\n\n Increases revenue;\n\n Improves decision support;\n\n Mitigates risk.\n Vickie Barrow-Klein has had a CFO role at three\n organizations; her current job is vice president of finance and\n information management with Save the Children. She says that all\n these ways of framing budget discussions are music to her ears,\n especially the idea of positioning infrastructure spending as\n risk mitigation. She cautions, though, that the specific\n language one uses should be tailored to the organization one\n works for. For example, in most organizations IT doesn\u2019t\n generate revenue directly. So Barrow-Klein wants to hear about\n efficiencies. She notes that efficiency doesn\u2019t mean\n doing more with less\u2014\u201cI\u2019ve learned that with\n IT, it\u2019s about doing more with more,\u201d she says.