IT is often seen as a cost center, but you can change that to some extent by becoming a strategic group that works to grow the business, increase opportunities, show other groups how to gain competitive advantages. Hard to get started sometimes, but work on small projects to show value.

Other than sales, all groups cost money without making any. Even the production lines (developers, guys building cars, whatever) are cost centers. Maybe they have better charge backs, but they're not generating revenue.

Slowly this perspective changes a bit as more and more people see how technology can enable things. Of course there are lots of "utility-like" pieces to IT. File storage, email, etc. are like telephones, electricity, and water. They have to work all the time.

Finding talented people takes effort, and as I mentioned, it often comes from relying on people you can trust. I'm sure we all know some really talented people and would instantly recommend them. If they don't get used, chances are they'll move on and someone else will take advantage of them.

It takes a good manager to recognize the talent under him/her and use it without wasting it. Unfortunately there are lots of not-so-good managers out there.