#1 challenges of IT: IT ignorance, staying with an open mind, IT as a cost center ?

Multiple directions:
 - "IT ignorance" I do not want to say always, because it is not true, but often the people that would like to improve IT do not know what they talking about (e.g. virtualization, cloud computing.)
- "Stay with an open mind" do not stop to look new technology or better do not stop to put passion on your work. Do not see where you are or where you have arrived but always where do you want to go?
 - Sometimes IT is becoming HR. I find the CFO reporting relationship to be a red herring. In fact, an extremely effective CIO I met reported to the CFO. Part of her effectiveness was that the CFO lent financial rigor to her initiatives, and made them an easier "sell" to the CEO.  If IT acts like a "cost center", it will be treated like such. It is extremely rare to see a CIO who is unfairly "oppressed" by their CFO; usually they are treated like a "cost center" since they don't know anything about their business, and are constantly pitching technology "solutions" rather than solving business problems.

Should CIO report to CFO?

Increasingly I've noticed that CFO are taking over the overall control of IT department & making the CIO report into the CFO. I guess the thought process is that in this competitive market CFO wants to keep a control on IT budget and make sure every penny is spent wisely. However I wonder if every IT initiative can be looked at keeping short time benefits in mind, does the financial background of CFO enables them to look at bigger picture or long term goal? I strongly believe few large IT initiative cannot be always looked at from the profit & loss point of view rather long term returns, business benefits and efficiency. Sometimes its good and bad to roll IT into CFO organization however it largely depends on the business model and objective where an organization want to go.