![]() ![]() What is good in bureaucracy? What is bad? But even practices that are intended to be less bureaucratic - agile and devops - are bureaucratic too, with the difference that manual controls are being replaced with automatic. There is a LOT of bureaucracy around us: Medicine, science, industry - all sit on the back of the bureaucracy. I would love to read that!Īn interesting view on bureaucracy, never thought about it from these different perspectives. And in the meanwhile produce another volume, actually focusing deeply on philosophy. And "do smaller projects" is an answer if you can deploy singular pieces of software or solve a problem using capacities of a number of well motivated and paid employees, but in my opinion and experience will be much more problematic when you are working in more constricted environments.Īll in all, a meaningful read with few caveats and permeating feeling that the author himself could have used his own proverbial razor to the book and trim it down to 50% or less. And while integration ideas are great, there are no big pointers how to actually move past the point where projects and teams become so big and unwieldy they gather a lot of administrative friction. However, it sometimes feels a bit like Schwartz is becoming a victim of his own point of view: it is easy suggesting that _everybody_ should have some basic managerial and IT skills when you possess both, it´s much harder to get that actually working. However, to be effective, I will try to sum up the idea:Ī) the monkey finds problems and causes distruptionsĬ) the wrestler fights using delicately balanced pushes in the organisationįew common mistakes in large scale organisations are mentioned (especially the "cost of oversight" vs "benefits of oversight" problem gets a lot of well deserved attention), some suggestions are made (and the infamous Gantt chart manned by 20 managers is back) and lot of suggestions how to get more agility are quite good. The Moby Dick gets a lot of love, while Hobbes is sadly out of the scope and some of the references seem much more like the author showing off than something of substance. Not only repeating some misconceptions: Not only the reference is a bit distatesful, but also the Nazi regime was not really a pinnacle of bureacracy and organisation, see Bloodlands for example. And the references, oh how wild they do get. There is no need to convince the reader that the thing is not evil per se and lot of the content could have been one talk. Big part of the book is spent convincing you that you need some sort of bureaucracy - but at the moment you are reading the book, the chances are you already know that. The question iS: did I get any substance?Īnd there it gets wonky. I love footnotes, references and application of prose and philosophy ideas to everyday life. 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 else he just thinks about it a lot.I actively want to love the book and Schwartz´s writing style, I really do. Mark speaks frequently on innovation, bureaucratic implications of DevOps, and using Agile processes in low-trust environments. 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. As the CIO of US Citizenship and Immigration Services, he provoked the federal government into adopting Agile and DevOps practices. As an Enterprise Strategist for Amazon Web Services, he uses his CIO experience to bring strategies to enterprises or enterprises to strategies, and bring both to the cloud. He has been an IT leader in organizations small and large, public, private, and nonprofit. Mark Schwartz is an iconoclastic CIO and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. 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 else he just thinks about it a lot. Mark Schwartz is an iconoclastic CIO and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |