It's interesting to see how we IT people think that others should really understand the technical details of what we do. Have you considered that finance people have their important details as well (e.g. debenture covenant conditions), sales people have important details (leads and pipeline management), manufacturing people have important details (inventory levels management)?
One of the arts of running a company is having people on the board who know when to talk detail and when to talk the big picture. And just because we like and know the IT detail does not mean that everyone on the board should.
I do a lot of work with both IT and corporate strategies, and trust me - just because someone doesn't understand Six Sigma, activity-based management, balanced scorecards, PESTLE analysis or the concept of value, and just because at the top level of the company many factors are hard to define and manage, does not mean that they are not important.