Blogger, speaker, software executive, and bestselling author Jill Dyché has been thinking about leadership a lot lately. Having consulted with business and IT executives with Fortune 500 companies for most of her career, she has heard a common refrain: “What should we do about shadow IT?” She’s decided to address the answer head-on.

With the onslaught of cloud solutions, consumerization of technology, and increasingly tech-savvy business people, it’s time for a manifesto for leaders who recognize—and are nervous about—the demands of the digital age. Whether you’re an executive, department head, or IT manager, The New IT: How Technology Leaders are Enabling Business Strategy in the Digital Ageprovides an action-ready blueprint for building and strengthening the role of IT in your company—and prescribing IT’s future.

“If Customer Relationship Management (CRM) is going to work,” wrote professor and marketing guru Philip Kotler about Customer Data Integration: Reaching a Single Version of the Truth (Wiley, 2007), “it calls for skills in Customer Data Integration (CDI). This is the best book I have read about the subject.”

Jill and her business partner, Evan Levy, wrote this book as a remedy for the two biggest problems plaguing businesses in their quest for customer intimacy: how to manage customer data and how to use it. Advocating the principles of master data management and governance, Customer Data Integration offered a series of case studies from companies as diverse as Royal Bank of Canada, Bell Mobility, and These profiles colored in how data’s early adopters were leapfrogging their competitors and watching customer satisfaction and revenue scores rise apace.

The goal of The CRM Handbook: A Business Guide to Customer Relationship Management (Addison-Wesley, 2002) was to steer both executives and practitioners toward best-practice tactics for what Jill called simply “getting customers to come back.” Of course, as simple as that objective was, it involved sales, marketing, field services, customer support, supplier connections, and an array of data provisioning and analysis capabilities. The CRM Handbook laid the groundwork for how companies not only defined CRM, but how they could sustain customer-focused programs—and the technologies that enabled them—amid an increasingly competitive business climate.

“Over the last ten years the strategic use of detailed data has changed the face of business.”

You might find a sentence like this on Page 1 of a new book about big data, or as an opening line of a research study by McKinsey. But you won’t. Instead, you’ll find it on the back cover of Jill’s book, e-Data: Turning Data Into Information with Data Warehousing, published by Addison-Wesley, circa 2000.

Jill saw the e-commerce craze as both a threat and an opportunity for companies to start gathering, managing, and deploying data from the web, outlining models for formalizing analytics practices. Maybe Jill spotted a trend back then, or maybe she was just warning executives that the coming glut of online information could be used for competitive advantage. Either way, e-Data was ahead of its time.