
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.
通过作者的声音感受这本书
将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
以有趣互动的方式享受这本书
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 Yet organizations remain trapped in outdated relationship models that guarantee failure.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.
将《War and Peace and IT》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《War and Peace and IT》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《War and Peace and IT》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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