
In "War and Peace and IT," Mark Schwartz bridges business-technology divides, revolutionizing digital transformation strategies. Amazon's Stephen Orban insists "every CEO and CIO should read it together" - the rare tech book that's sparked cross-functional collaboration in Fortune 500 boardrooms worldwide.
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Picture Napoleon at Borodino, standing on a hill, watching his carefully laid battle plans disintegrate in the fog of war. His orders arrive too late or become irrelevant before they're executed. Now picture a modern CEO reviewing a three-year IT roadmap, confident in projections that will be obsolete before the ink dries. The parallel isn't coincidental-both are trying to command complex, unpredictable systems with tools designed for a simpler world. This disconnect between leadership and technology has cost enterprises billions and transformed digital transformation from opportunity into organizational theater. The problem began innocently enough in 1975, when computers lived in climate-controlled rooms tended by eccentric specialists who spoke in incomprehensible jargon. When the payroll system crashed and employees couldn't get paid, the programmer responsible seemed more fascinated by his "emphatic byte munger" algorithm than the genuine crisis unfolding. How could businesses hold accountable these essential but alien specialists? The solution seemed obvious: create formal processes where "The Business" specified requirements and IT delivered against Gantt charts and status reports. This arms-length relationship-treating internal technology teams like external contractors-became so entrenched that some organizations even implemented chargeback models where IT billed other departments. Decades later, IT professionals have evolved into business-focused problem solvers with "the heart of the engineer, which is to serve others." Yet organizations remain trapped in outdated relationship models that guarantee failure. The traditional waterfall approach forces stakeholders to specify every possible future need upfront, creating massive "feature bloat"-studies show over half of features in IT systems are rarely or never used, representing billions in wasted spending. What businesses actually want isn't delivery on schedule but delivery as soon as possible, which requires eliminating waste in both technology delivery and the bureaucratic interactions between IT and everyone else.
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Выделите из War and Peace and IT быстрые подсказки для запоминания, подчёркивающие ключевые принципы открытости, командной работы и творческой устойчивости.

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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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