How an enterprise derives value from its IT organization greatly depends on the way IT manages its project portfolio. The projects should be funded, based on a well defined strategic direction that is in line with long term business objectives. The reality is that majority of projects are primarily undertaken to alleviate a major pain point or to deliver some functionality quickly to gain some competitive advantage or worse as a result of some internal politics. This problem is specially acute in organizations with large legacy systems where there is built in resistance to change and general tendency to be risk averse.
In my opinion, IT organizations must make a deliberate effort to make sure a percentage of IT budget is invested in projects that are strategic in nature. This also implies that both business and IT strategies exist and IT and business community have a common understanding of what it is and have a deep commitment for its success.