WINNING THE INFORMATION GAME is 153 pages of insight into using information, feedback and communications to the betterment of you and your company. You find yourself agreeing with the author because he has the knack of telling a good story, and explaining the rationale behind his recommendations. In many cases he points out the pitfalls from doing it other ways - which should make a few re-think their modius operendi. I've read many of the books and references Tim Timmerman cites such as "Unleashing the Killer App..," "Real Work," "A Complaint is a Gift," and the Scott Adams' books, et. al. In my mind, they all belong in your library - after you've read them and put their knowledge into practice. Tim's book belongs right next to all the other great management and leadership books you already enjoy. His seven steps will help you take a giant leap by taking advantage of some very well thought out strategies and battle tested learning experiences. I strongly urge you read this book and put its lessons into practice.

Timmerman's WINNING THE INFORMATION GAME is a refreshing look at what is happening with the onslaught of information technology and, more importantly, what needs to be done to master this seemingly unbridled monster. The seven steps to market domination provide an excellent map for executives traveling the information highway in a way that adds knowledge value, not just information or data. Each addresses a critical issue in the capabilities of technology and our ability as managers to know and use it. The book's emphasis is not so much on knowledge management as it is on effective knowledge use.

Timmerman points out the essential requirement that today's executives and managers need to be very savvy about information technology as a business lever. The emphasis in the book on the need for a mind-set change for business leaders as it pertains to information and knowledge management as part of their managerial tool kit is well-placed.

This book offers a different and, in my view, a much needed new approach to the integration of knowledge as it pertains to the customer and to a company's people. Timmerman has successfully joined the hard stuff of information technology with the soft stuff of managing (or more critically, leading) people.

The chapter on avoiding the information highway pitfalls is a must read for business executives. Clear and straightforward, it is a non-technical guide well thought out.

WINNING THE INFORMATION GAME needs to be on the desk of any executive who wants to enhance his or her effectiveness in the next century. I see the book's message as: information technology needs to be in the hands of the managers, not the technologists.