The collective use and adaptation of these lessons has an important outcome: an IT function that is continuously improving its effectiveness to the enterprise to help it become ever more competitive.
More importantly, the book explains how IT professionals and general managers can use collaboration, communication and persuasion to do that.
More than technology itself, it is about continuously improving IT-business relationships through active interest, involvement and initiative. Unlike the ever-changing world of technology, these principles do not change.
It will also give IT professionals insight into ways to make their IT career last and make it count, remain enthusiastic about their contributions and improve their sense of accomplishment and reward.
The North part of this chart shows those IT management factors that create the proper linked-destiny relationship between the business units and IT to jointly improve business and strategic performance as team partners.
The South part shows those IT management factors which create the proper commercialized direction of the IT management function.
Why each of these IT management factors needs attention and what their outcomes increasingly need to be, is addressed in Technical Impact.
Book Map To Your IT Management Factors
“Al Kuebler’s priorities—partnership and involvement with those who need IT leadership—and his approach of delivering value through IT and keeping things simple and practical changed my approach to business. By following the principles that Al conveys, you will be better able to use IT for competitive advantage, and ROI will be much more directly achievable. His is advice that transcends industry specialty or professional discipline. The knowledge in this book will make your cost for IT ever more productive.”
See Chapter 25: “Leading the Business to Better Ways”
Chart: Building Creative Focus and Momentum
See Chapter 16: “Merry Widow in the Land of Milk & Honey”
Chart: Acquisitions Without IT Surprises
This book is available in print and Kindle versions on Amazon.com here.
Your Information Technology Management Factors
This Amazon best-selling 4th edition of Technical Impact will simply provide you with four things:
See Chapter 10: “Chasing Perfection”
Chart: Value-Focused Continuous Improvement
See Chapter 14: “Getting the Best out of Best Practices”
Chart: Say What You Do. Do What You Say. Prove It. Improve It.
See Chapter 21: “The Case for Quality”
Chart: IT Delighting Customers = IT Quality
“Al Kuebler's book, "Technical Impact" will help you keep IT relevant and make your career count. The book is brief and as an illustration of its effectiveness—uses flowcharts and a 'book map' which allows you to jump right to the page that covers what you want to do at your company—say, commercialize an IT function.”
“Finally a book that makes excellence in IT understandable and achievable. I talk to CIOs on a regular basis about bringing greater value to their organization. I'm convinced that the CIOs that "really get it and do it," must have read this book. This book breathes life into the concept that IT is not about bits and bytes. It lays out an excellent roadmap to help any organization transform a cost center to a cost avoider and value adder. In addition, it provides sage advice on a personal level for career development including how to pick the right employer! It is a must read not only for IT professionals but also for any business leader (or soon to be leader).”
“If you read only one chapter, make it, ‘What Are You Doing for Me and Why Don’t I Know It?’ It’s right on the money. As Kuebler puts it, our primary function in IT is to directly understand what the business does and needs and communicate what IT is doing for it.”
Ray Crescenzi, Senior Vice President,
ABN AMRO Bank
See Chapter 15: “Leading by Letting Go”
Chart: Creative IT Organization Formula
Abe Eshkenazi, Chief Executive Officer,
See Chapter 24: “IT Makeover: Creating an Attraction Strategy”
See Chapter 26: “Putting the 'B' in BRM”
See Chapter 23: “Directing Discovery”
Chart: Change Happens. Don't React to It, Lead It.
See Chapter 17:
“If You Want to Land the Right Position, Ask the Right Questions”
Chart: Targeting Your IT Progress
See Chapter 29: “Career Craft”
Chart: Preparation, Position and Perseverance
Chrys Varnes, Principal
Xerox Global Services
See Chapter 6: “Just Nuke ’em”
Chart: Vendor Relationship Management 101
Jerry Morin, Account Executive,
While many reader comments are available on Amazon.com, these reviews might also be helpful:
Where To Purchase
Bob Boor, Chief Technology Officer
Royal Bank of Scotland Group
“Al Kuebler makes a strong case for the importance of life-long learning, and then offers the reader a high impact short course to becoming the IT business partner organizations need and the leader people deserve, as well as finding the route to a successful IT career. Here is the means to shorten your learning curve and drive top-level outcomes for you, your team and your business.”
“Al Kuebler does a great job of demystifying IT for business owners like me who don’t have a technical background. I recommend that entrepreneurs read this book to understand what they need from technology, and how to get it.”
See Chapter 12: “Of Operators and Performers”
Chart: Get What You and Your Team Deserve
See Chapter 30:
“Getting the Career You Want By Developing Your Business Value”
See Chapter 3: “Reactive Bystander, or Proactive Partner”
Chart: Great IT Relationships Start With Initiative
Suggested Syllabi Using "Technical Impact"
Walter Polsky, President
Cambridge Human Resources Group
Gayle Magee, Senior Faculty
The Center For Creative Leadership
See Chapter 2:
“What Are You Doing For Me, and Why Don't I Know It?”
Chart: Your IT Team’s Efforts Matter, So Connect
See Chapter 4: “What My Clients Taught Me”
Chart: Your Last IT Services Client Survey
See Chapter 7:
“Tell Your Story Plain to Win Over the Business Managers”
Chart: Use IT's Benefits to Win Over Others
See Chapter 28: “IT Gets Its Report Card”
Chart: The IT Application Process
Chart: Mapping the IT World
Chart: Targeting Your Management Factors
Chart: A Client Relationship Management Culture
Chart: Commercializing IT Services
“This tremendously useful guide illustrates how customer satisfaction and bottom-line results are enhanced through effective leveraging of the IT function. Al Kuebler provides a roadmap that fosters company-wide collaboration while empowering IT professionals to actively contribute to overall business strategy and leadership.”
See Chapter 11: “The CIO You Don’t Want to Be”
Chart: Interest + Involvement + Initiative = Ally
See Chapter 13:
“Can We Please Get Everyone to Speak the Same Language?”
Chart: IT Progress Without Duplicate Investment
See Chapter 19:
“The Techies Are Going to Tell Me How to Make Money?”
Chart: IT as a Partner in New Business Growth
Preston W. Blevins, Author
"Food Safety Regulatory Compliance"
“Al Kuebler shows IT managers at all levels how to communicate the benefits of IT in business terms. He also shows business leaders what they can expect from an effective IT management function. If you want to save money while growing your enterprise with IT, you’ll want to get and use the knowledge in this book.”
“An easy-to-read, invaluable guide to highly effective strategic, proactive IT leadership. A no-nonsense must read to help IT managers add value for their customers by avoiding cost, improving service and increasing revenue, while at the same time dramatically improving their own leadership effectiveness. A critical tool for the career growth and development, and the career longevity, of IT managers and leaders.”
“This book is full of practical IT management strategies. The first 5-9 chapters really hit home. I bought 3 more copies and sent them to my VP, CIO and president. The great insight on pages 12 and 13 reinforce the many strategic solutions provided.”
See Chapter 1: “Being a Proactive Leader: The Value Proposition”
Chart: The IT Value Proposition
See Chapter 20: “A Measure of Success”
Chart: Investing in IT for Business Success
See Chapter 22: “Finance Matters”
Chart: Which IT Investment is Most Compelling?
See Chapter 25: “To Whom Should the CIO Report?”
Chart: CIO Means: C-Level Position
See Chapter 8: “You Don’t Think You Need Buy-In?”
Chart: It's About the Shareholder
See Chapter 9: “A Tale of Two CIOs”
Chart: Team Conduct is an IT Leadership Principle
See Chapter 18: “There's No Lasting Change Without Buy-in”
Chart: Commercializing the IT Function
Todd Feldman, Founder and President