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War and Peace and IT Paperback – May 14, 2019
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The Business-IT Wall Must Come Down
With A Seat at the Table, thought leader Mark Schwartz pulled out a chair for CIOs at the C-suite table. 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 roof: IT.
In the war for business supremacy, Schwartz shows we must throw out the old management models and stereotypes that pit suits against nerds. 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.
For business leaders looking to unlock their enterprise's digital transformation, War and Peace and IT provides clear context and strategies. Schwartz demystifies the role IT plays in the modern enterprise, allowing business leaders to create new strategies for the new digital battleground.
It is time to change not only the enterprise's relationship with technology, but its relationship with technologists. 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. 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.
- Print length240 pages
- LanguageEnglish
- PublisherIT Revolution Press
- Publication dateMay 14, 2019
- Dimensions6 x 0.6 x 9 inches
- ISBN-101942788711
- ISBN-13978-1942788713
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Editorial Reviews
Review
"This is the book I would want with me on a walk through the woods in a Russian winter. Mark's three books help to define how an organization should function as a whole, each approaching the question from a different angle and each as helpful in changing the organization. I am buying several copies of this book for my colleagues across all of our business operations…not business and IT." -- Josh Seckel, Specialist Leader, Deloitte Digital
"War and Peace and IT makes a convincing case for change: its real-life examples and the evidence it presents are concrete and compelling." -- Rodriogo Lobo, Partner at PIPA Global Investments
"In an environment of chaos and uncertainty, there's opportunity, but only if you can recognize it and react quickly. This third book in the trilogy raises the most important issue―decisions need to be made and executed in real time. Outline a set of objectives, get out of the way, and allow the creativity to flow. Mark brings the reader through this journey, and having gone through it with him at the Department of Homeland Security, I can tell you it was one of most impactful initiatives we ever undertook." -- Luke McCormack, former CIO of the Department of Homeland Security
"Napoleon couldn't centrally manage his battles in real time, but today's leaders have no excuse. Independent cell-based teams using rapid hypothesis testing will win the battles against competitors who remain old-school. After explaining to IT leaders how to get A Seat at the Table, Mark Schwartz has advice for everyone else at the table." -- Adrian Cockcroft, former VP of Amazon Sustainability Architecture
"In War and Peace and IT, Mark Schwartz effectively highlights how the days of silo'd functions and delivering requirements like a War and Peace novel to IT are over. If you and your teams aren't out on the front lines with IT fostering a new way of working together, your ability to succeed in the next era is likely over. If you want to learn how to embrace technology, respond effectively to ambiguity, and transform your business into an agile organization, then bring all your CXOs together and read this book with the CIO." -- Chris Richardson, Deputy CIO, IT Development, Mobility, Smart Cities, Arizona State University
"War and Peace and IT offers a bold, insightful roadmap for building a company's digital capacity. With the pace of change in IT accelerating at such an unprecedented rate, I consider this essential reading for my entire leadership team." -- Francois Locoh-Donou, President & CEO, F5 Networks
About the Author
Mark Schwartz is an iconoclast, former CIO, and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. He has been an IT leader in organizations small and large, public, private, and nonprofit.
As an Enterprise Strategist for Amazon Web Services, he uses his extensive CIO wisdom to advise the world's largest companies on the obvious: time to move to the cloud, guys. As the CIO of US Citizenship and Immigration Services, he provoked the federal government into adopting Agile and DevOps practices. He is pretty sure that when he was the CIO of Intrax Cultural Exchange he was the first person ever to use business intelligence and supply chain analytics to place au pairs with the right host families. Mark speaks frequently on innovation, change leadership, bureaucratic implications of DevOps, and using Agile practices in low-trust environments. With a BS in computer science from Yale, a master's in philosophy from Yale, and an MBA from Wharton, Mark is either an expert on the business value of IT or just confused and much poorer.
Mark is the author of The Art of Business Value, A Seat at the Table, and War and Peace and ITand the winner of a Computerworld Premier 100 award, an Amazon Elite 100 award, a Federal Computer Week Fed 100 award, and a CIO Magazine CIO 100 award. He lives in Boston, Massachusetts.
Product details
- Publisher : IT Revolution Press (May 14, 2019)
- Language : English
- Paperback : 240 pages
- ISBN-10 : 1942788711
- ISBN-13 : 978-1942788713
- Item Weight : 2.31 pounds
- Dimensions : 6 x 0.6 x 9 inches
- Best Sellers Rank: #689,543 in Books (See Top 100 in Books)
- #179 in Knowledge Capital (Books)
- #367 in Information Management (Books)
- #7,458 in Leadership & Motivation
- Customer Reviews:
About the author
![Mark Schwartz](https://cdn.statically.io/img/m.media-amazon.com/images/I/616MMDaqrwL._SY600_.jpg)
Mark Schwartz is an iconoclastic CIO and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. He has been an IT leader in organizations small and large, public, private, and nonprofit. As the CIO of US Citizenship and Immigration Services, he provokes the federal government into adopting Agile and DevOps practices. He is pretty sure that when he was the CIO of Intrax Cultural Exchange he was the first person ever to use business intelligence and supply chain analytics to place au pairs with the right host families. Mark speaks frequently on innovation, bureaucratic implications of DevOps, and Agile processes in low-trust environments. With a computer science degree from Yale and an MBA from Wharton, Mark is either an expert on the business value of IT or just confused and much poorer.
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Top reviews
Top reviews from the United States
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Okay, maybe that is a bit of an exaggeration :-), but Mark Schwartz’s latest work is one that all levels of IT management should digest, especially executives. My copy is filled why highlights and I have pages of notes. It is near impossible to select a few points to focus on for a review, but…
- Do you want to know why it is a fundamental mistake that IT be treated like a contractor versus being an equal partner in business outcomes? Read this book.
- Do you need ideas on how to align your company’s financial model with a truly agile development approach? Read this book.
- Do you want to improve outcomes, reduce costs, and turn your employees into value-generating entrepreneurs? Read this book.
In the end…
"…business agility is what gives the practice [Agile] its name. Note that the goal of the technique is business agility, not just technical flexibility."
Those of us on the IT side can do everything faster, cheaper, and with greater quality, but we are still going to come up short unless that gets translated into actual value for our company and its customers. Schwartz shows how the silos we’ve created between “business” and “IT” (and the approaches and processes built with those silos) are impeding positive outcomes. He also makes a convincing argument that forcing people to stick to a plan is the opposite of maximizing value. For instance:
"You can control a DevOps initiative through continuous involvement and feedback, rather than by simply approving a plan at the beginning of an effort. Instead of checking on the project through periodic status reviews, you get to see and use completed work throughout—a much better way to gauge progress. You can continually adjust priorities and reallocate resources, as well as evaluate the quality of the work by seeing business results, rather than through a few weeks of user acceptance testing at the last minute.
In short, you trade perceived control for actual control."
Ultimately, by the time you complete reading this book, you’ll have the tools to “trade perceived control for actual control,” increase the value of your agility asset (something Schwartz notes doesn’t show up on a balance sheet), and turn an uncertain future into an opportunity:
"Risk is the possible negative consequences of the uncertain future, while opportunity is the possible positive consequence of the uncertain future. Agility is the organizational characteristic that determines whether the uncertain future becomes on or the other–or simply the benign passage of time."
Additionally:
"Given an uncertain future, anything that increases your cost of change also increases your risk. Anything that decreases the former also decreases the latter. Reducing the cost of change is the definition of agility. To put it bluntly, risk is lack of agility."
Now do you want your team, your department, and your company to reduce risk and become more agile?
War and Peace and IT provides you with ample evidence to either recommend or lead that change…along with a lot of the “how.” And, Schwartz does so in a fun, easy-to-read way…with a ton more guidance and wisdom than I’ve been able to touch on in this short review.
Now, time for me to figure out how to get the “why” and “how” before my execs, whether I can get them to read this book or not. :-)
P.S. In the spirit of full disclosure, I was given a review copy of the book (pictured here as I head on a flight for vacation), but it was so good I bought a Kindle version too.
![Customer image](https://cdn.statically.io/img/images-na.ssl-images-amazon.com/images/G/01/x-locale/common/transparent-pixel._V192234675_.gif)
Reviewed in the United States on May 21, 2019
Okay, maybe that is a bit of an exaggeration :-), but Mark Schwartz’s latest work is one that all levels of IT management should digest, especially executives. My copy is filled why highlights and I have pages of notes. It is near impossible to select a few points to focus on for a review, but…
- Do you want to know why it is a fundamental mistake that IT be treated like a contractor versus being an equal partner in business outcomes? Read this book.
- Do you need ideas on how to align your company’s financial model with a truly agile development approach? Read this book.
- Do you want to improve outcomes, reduce costs, and turn your employees into value-generating entrepreneurs? Read this book.
In the end…
"…business agility is what gives the practice [Agile] its name. Note that the goal of the technique is business agility, not just technical flexibility."
Those of us on the IT side can do everything faster, cheaper, and with greater quality, but we are still going to come up short unless that gets translated into actual value for our company and its customers. Schwartz shows how the silos we’ve created between “business” and “IT” (and the approaches and processes built with those silos) are impeding positive outcomes. He also makes a convincing argument that forcing people to stick to a plan is the opposite of maximizing value. For instance:
"You can control a DevOps initiative through continuous involvement and feedback, rather than by simply approving a plan at the beginning of an effort. Instead of checking on the project through periodic status reviews, you get to see and use completed work throughout—a much better way to gauge progress. You can continually adjust priorities and reallocate resources, as well as evaluate the quality of the work by seeing business results, rather than through a few weeks of user acceptance testing at the last minute.
In short, you trade perceived control for actual control."
Ultimately, by the time you complete reading this book, you’ll have the tools to “trade perceived control for actual control,” increase the value of your agility asset (something Schwartz notes doesn’t show up on a balance sheet), and turn an uncertain future into an opportunity:
"Risk is the possible negative consequences of the uncertain future, while opportunity is the possible positive consequence of the uncertain future. Agility is the organizational characteristic that determines whether the uncertain future becomes on or the other–or simply the benign passage of time."
Additionally:
"Given an uncertain future, anything that increases your cost of change also increases your risk. Anything that decreases the former also decreases the latter. Reducing the cost of change is the definition of agility. To put it bluntly, risk is lack of agility."
Now do you want your team, your department, and your company to reduce risk and become more agile?
War and Peace and IT provides you with ample evidence to either recommend or lead that change…along with a lot of the “how.” And, Schwartz does so in a fun, easy-to-read way…with a ton more guidance and wisdom than I’ve been able to touch on in this short review.
Now, time for me to figure out how to get the “why” and “how” before my execs, whether I can get them to read this book or not. :-)
P.S. In the spirit of full disclosure, I was given a review copy of the book (pictured here as I head on a flight for vacation), but it was so good I bought a Kindle version too.
![Customer image](https://cdn.statically.io/img/images-na.ssl-images-amazon.com/images/I/61LqWJzsi0L._SY88.jpg)
This book articulates really well why it is important that both IT and "Business" understand that it is a partnership and not a blame game.
A must read for any manager/exec in a company that has an IT department!
This is perfect for anyone in business who thinks that technology is the enabler and cause of pain... business and IT need to work as one and focus on outcomes and value, not just timelines, scope or budget..
I wish we could all be working in the fashion explained in these books, it's a long journey for all involved but an essential one if you want to succeed in your own digital transformation journey (aka staying relevant in the 21st technology)
Top reviews from other countries
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Some good insight to improve your IT management.
Good one.
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