2/10/2024 0 Comments Mark schwartznetwork implementations? In this case I feel that Mark just jumped in the bandwagon.įor me wasn't clear how the development of the IT strategy from Top Down in order to be closely synced to the business strategy (which I agree that is paramount) can sync with the role of the manager as a facilitator for employee ideas and bring them into the IT strategy, promoting innovation from a Bottom Up approach. Isn't still valid for certain projects, e.g. One of my criticisms is that the author ditches the waterfall approach project management without reflecting deeply on it. This state should be in constant revision as new learning is integrated. In fact, lean is the state of the bureaucracy that we what to achieve. They do not represent a duality of the enterprise organization. The book highlights the confusion that many have with the concepts of bureaucracy and lean, which I believe important to clarify. What value comes from being a mere service provider? ![]() In the book several concepts are presented with the intend of showing the importance of IT in determining and fulfilling business objective, as it is an organic part of the company, a part of the culture and a part of it’s outcomes. ![]() The author starts by creating analogies between the scope of the book and the Napoleonic Wars but soon lose interest and relation. In War and Peace and IT the idea is not to create a new movement or idea, but to share a set of tools for the digital transformation. And that is a vision for the workplace that yields value both to the enterprise and to the individuals that comprise its whole. When the people on our teams have broad skill sets and deep specialties, we naturally collaborate on a wide range of projects and support each other in solving complex problems. Schwartz celebrates the T-shaped team member at every level of the enterprise, and in every role. That capability is a function of the cultures and teams we build, the skills we value in our people, and our ability to manage the technical debt that impedes our agility.Īnother central theme of the book is the idea that viewing IT as a consultant is a critical impediment to delivering maximum value to the business. What creates the ability to be the first to market tomorrow is our ability to iterate on our current IT assets more quickly than our competitors. But nobody would imagine those needs are unchanging. The software we use today delivers value to our current business processes and to our customers. This is the way in war, and this is the way in the modern competitive business landscape.Ī corollary idea is that a key function of IT is to steward and nurture that agility. In this book, Schwartz makes the point that Agile is not just a personal preference, it is the correct way to respond to situations where conditions change rapidly and there is great value to responding quickly to the new information those changes bring. Many people looking at software development from the outside take a bit of the perspective that Agile is just another way of doing business and that using Agile is somewhat of a personal choice. However, "A Seat at the Table" and "The Art of Business Value" tend to assume the basic truth that "War and Peace and IT" explores - that the Agile processes are the correct answer to the need for rapid adaptation to uncertain conditions. All three books examine the role of leadership in an Agile business. This is the 3rd of Schwartz's books I have read and the one I appreciated most as a practitioner. ![]() Unlike Napoleon, it is time for business leaders to come down from the hill atop the Battle of Borodino and enter the fray with the technologists, for that is where the war will be won or lost. To accelerate, enterprises must bring technology to the heart of their work, for just as technology is causing this disruption, it is technology that provides the solution. It is time to change not only the enterprise's relationship with technology, but its relationship with technologists. Schwartz demystifies the role IT plays in the modern enterprise, allowing business leaders to create new strategies for the new digital battleground. Instead, business leaders of today can foster a space of collaboration and shared mission, a space that puts technologists and business people on the same team.įor business leaders looking to unlock their enterprise's digital transformation, War and Peace and IT provides clear context and strategies. ![]() In the war for business supremacy, Schwartz shows we must throw out the old management models and stereotypes that pit suits against nerds. Now Mark brings his unique perspective and experience to business leaders looking to lead their company into the digital age by harnessing the expertise and innovation that is already under their IT. With A Seat at the Table, thought leader Mark Schwartz pulled out a chair for CIOs at the C-suite table.
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