About the Book
A Seat at the Table is a must read for IT managers and CIOs who are looking to integrate IT practices as a dynamic actor for their business, which in today's digital world is needed more than ever before. This book looks at the impact of agile and lean thinking, DevOps, Lean Startup, and other contemporary management ideas to define the new role of IT leadership and how it fits into the business organisation.
Organised in three parts: 'Finding a Seat at the Table', 'Earning a Seat at the Table', and 'Sitting at the Table' — A Seat at the Table looks at the impact of contemporary management ideas for IT organisations within enterprises. Using humour and a deep knowledge of what it takes to get a seat at the table, Mark Schwartz shows readers how to define the new role of IT, where CIOs fit within the bigger picture of a business organisation, and how to get C-level leadership to enrol in a new vision for IT leadership.
Table of Contents:
Table of Contents Foreword Introduction Part One: Finding the Table 1. Sitting Alone 2. Kept from the Table 3. Approaching Agilely and Leanly Part Two: Earning the Seat 4. Planning 5. Requirements 6. Transformation 7. Enterprise Architecture 8. Build vs. Buy 9. Governance and Oversight 10. Risk 11. Quality 12. Shadow IT Part Three: Sitting at the Table 13. The CIO's Place at the Table 14. Exhortation and Table Manners Endnotes Recommended Reading Acknowledgements
About the Author :
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.
Review :
Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Government at USCIS. In this book, he shows how modern IT lead-ers succeed by driving business outcomes rather than operating an order-taking function. This shift in organizational mindset is critical to any successful technology transformation but requires substantial changes in behavior at every level, and Mark's thorough analysis will prove invaluable to leaders who must execute it.
This book should be required reading for all technology and business leaders who are serious about digital transformation. It takes you on a provocative, fun, and comprehensive tour of the key areas that will promote and ignite agility, creativity, learning, community, and collaboration. This book may be about taking a seat, but this is no time to be sitting still! IT leaders will be convinced that their job is now about incentivizing and inspiring courage, passion, and technical excellence in service of business objectives rather than blindly servicing requirements. You will find practical advice on how to deal with projects, scope creep, IT assets, governance, security, risk management, quality, and shadow IT.
In his first book, The Art of Business Value, Mark brought together aunique understanding of modern techniques—Agile, DevOps, andContinuous Delivery. In A Seat at the Table he grabs hold of theseconcepts and disrupts the conventional dynamics around the role ofthe CIO in any organization. His progressive thinking is unmatchedand a must read for leadership and practitioners of all kinds.
High-performing organizations see technology as a strategic capabilityof their business. The walls, inertia, and confusion of seats, sides,and responsibilities does not exist for them. Yet many organizationsstill retain legacy mind-sets and behaviors that limit their opportunitiesto improve, innovate, and inspire their people. Mark shows thesteps needed to break free of these challenges and unlock potential,speed, and growth. His advice is pragmatic, practical, and to the point.
“Agile” is more than a new software development practice; it is a newway to think, engage, and lead. As Mark Schwartz points out in hiscompelling new book, A Seat at the Table, when CIOs re-conceptualizetheir role based on Agile principles, they will stop worrying about havinga seat at the table, and start realizing all of the full potential of IT.
I use to feel guilty when someone would ask me how do I get my leader-ship to understand DevOps if they refuse to accept it. My answer was, basically, you can't. Now I can give them a copy of A Seat at the Table.
If you're a CIO, read this book. If you're not a CIO but work closely with one, read this book. Mark Schwartz is the best of iconoclasts. He brings deep insights from his unique erudition and real-world experience—ranging from a startup to government agency—in untangling the dilemma of the CIO in the second decade of Agile. There aren't many people who can swing from Horace to Daniel Pink without losing a breath. And there aren't many who can critique Agile and Waterfall with equal insight. This is a surprising book—well worth your (20%) time.
Fresh thinking and useful advice fill the pages of Mark Schwartz's A Seat at the Table, which strikes an encouraging, instructive tone about the future of IT leadership and the CIO's expanding business role. “If we cannot know the future, then we have to think a bit dif-ferently,” he writes. And he does just that. Mark's argument that IT executives must change their behaviors—dropping the “command and control” mindset in favor of community building and Agile leadership practices—resonates throughout this well-organized, thoughtful book. While attaining that “seat at the table” often refers to CIO career goals, the ideas and approaches explored in this book are essential reading for anyone hoping to advance in the IT profession today.
Mark Schwartz's A Seat at the Table will be one of the most important books on technology and business leadership of our generation.
As with his book The Art of Business Value, Mark Schwartz directly confronts the tensions that exist across the corporate IT landscape, showing us how we got here and what to do about it. Almost every page contains a situation I've seen in my day-to-day work, but that have not been articulated before. [A Seat at the Table is] required reading for anyone seeking to understand how IT should work with an organization to achieve success in an Agile age.
Mark has found the IT leadership cheese after Agile moved it. Finally,an idea of how to structure IT, including leadership and the teams,and joining the business and IT together!
