Mastering Information Management

Knowledge is power — but only if you can manage it. How do you make data and technology useful to your business? No amount of technical wizardry will enable your company to succeed unless you understand how information makes a contribution to all aspects of your business.

Written by a world-class line-up of business school thinkers (from, among others, LBS, Harvard, MIT, Wharton) and business practitioners (including Accenture, IBM, Boston Consulting Group), Mastering Information Management includes a full range of cutting-edge ideas, tools and techniques to enable all managers to make sense of data and technology and to ensure the success of your organization in the future.

We have technology; the challenge now is to manage the information. Here is your single-source guide to becoming a master of information management.

1. Improving Company Performance
• Putting the I in IT
  Thomas H. Davenport
• Company performance and IM: the view from the top
  Donald A. Marchand, William J. Kettinger, John D. Rollins
• Every business is an information business
  Michael J. Earl
• IT: a vehicle for project success
  David Feeny, Robert Plant
• A century of information management
  Geneviève Feraud
  
2. Competing with Knowledge
• Strategy and the new economics of information
  Philip Evans
• Information resources: don't attract, addict
  Jeffrey F. Rayport
• Attention: the next information frontier
  Thomas H. Davenport
• Beyond knowledge management: how companies mobilize experience
  Yury Boshyk
• In search of the ideal customer
  Eric K. Clemons
  
3. Manaing IT in the Business
• Change isn't optional for today's CIO
  Michael Earl
• Selective sourcing and core capabilities
  David Feeny, Leslie Wilcocks
• Organizing a better IT function
  M. Lynne Markus
• What makes IT professionals tick?
  Geneviève Feraud
• Local lessons for global businesses
  Michael Earl
• Competing with IT infrastructure
  Peter Weill, Marianne Broadbent
  
4. The Smarter Supply Chain
• Building a smarter demand chain
  Thomas E. Vollman, Carlos Cordon
• Enterprise systems and process change: still no quick fix
  Thomas H. Davenport
• Sensitivity of shared product development
  Jukka Nihtilä, Francis Bidault
• How to keep up with the hypercompetition
  Donald A. Marchand
• When should you bypass the middleman?
  Eric Clemons
  
5. New Organizatorial Forms
• All change for the e-lance economy
  Thomas W. Malone, Robert J. Lanbacher
• Strategies for converging industries
  David Oliver, Johan Roos, Bart Victor
• Is standardized global IS worth the bother?
  Geoffrey McMullen, David Feeny
• Five Principles for making the most of IT
  John C. Henderson, N. Venkatraman
  
6. Knowledge Management
• Is KM just good information management?
  Thomas H. Davenport, Donald A. Marchand
• How to map knowledge management
  Charles Despres, Danièle Chauvel
• The role of the chief knowledge officer
  Michael Earl, Ian Scott
• Making knowledge visible
  Larry Prusak
  
• How smarter companies get results from KM
  Peter Murray
  
7. Electronic Commerce
• Surfing among sharks: how to gain trust in cyberspace
  Sirkka L. Jarvenpaa, Stefano Grazioli
• Websites with a personal touch
  John Walsh
• Internet distribution strategies: dilemmas for the incumbent
  Nirmalya Kumar
• Markets for everything in the networked economy
  Andrew Whinston, Manoj Parameswaran, Jan Stallaert
• Moving to the net: leadership strateges
  Robert Plant, Leslie P. Willcocks
• Reaching the next level in e-commerce
  William J. Kettinger, Gary Hackbarth
  
8. The Human Factor
• How workers react to new technology
  M. Lynne Markus
• One cheer for the virtual office
  Thomas H. Davenport
• Closing the cognition gaps: how people process information
  Chun Wei Choo
• Managing use not technology: a view from the trenches
  Wanda J. Orlikowski
• Two views of data protection
  H. Jeff Smith
  
9. Strategic Uses of IT
• Strategic dimensions of IT outsourcing
  Leslie P. Willcocks, Mary C. Lacity
• Sustainable competitive disadvantage in financial services
  Eric K. Clemons
• Business platforms for the 21st century
  N. Venkatraman, John C. Henderson
  
10. Innovation and the Learning Organization
• Hard IM choices for senior managers
  Donald A. Marchand
• Transforming IT-based innovation into business payoff
  David F. Feeny, Leslie P. Willcocks
• A common language for strategy
  Daniel Erasmus
• IT and the challenge of organizational learning
  George Roth
• Lessons from the internet leaders
  Soumitra Dutta
  
• Strategy and the forgetting organization
  Eric K. Clemons
  
11. Guru and Practitioner Perspectives
• History lessons for today's revolutionaries
  Peter F. Drucker
• The invisible computer
  Donald A. Norman
• The view from the top
  Louis J. Burns, Brian Davis, Sue Sentell
  

A brilliant book that describes what a real CIO really should be doing and understand.

But this of course implies that they would have to understand IT, Information Systems, Information Management, Intellectual Property and Intellectual Capital as well as politics, which is all part of Knowledge Management. Probably a pipe dream from my side, but you can always hope (and this books can make it start to happen!)

Should be mandatory reading.