LEADER 04556nam 22006855 450 001 9910734822603321 005 20251008150518.0 010 $a9781484291696 010 $a1484291697 024 7 $a10.1007/978-1-4842-9169-6 035 $a(MiAaPQ)EBC30614264 035 $a(Au-PeEL)EBL30614264 035 $a(DE-He213)978-1-4842-9169-6 035 $a(PPN)272270148 035 $a(OCoLC)1390205914 035 $a(OCoLC-P)1390205914 035 $a(CKB)27357595200041 035 $a(CaSebORM)9781484291696 035 $a(OCoLC)1390561118 035 $a(Perlego)4515766 035 $a(EXLCZ)9927357595200041 100 $a20230630d2023 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aBecoming a Software Company $eAccelerating Business Success through Software /$fby Amarinder Sidhu 205 $a1st ed. 2023. 210 1$aBerkeley, CA :$cApress :$cImprint: Apress,$d2023. 215 $a1 online resource (239 pages) 311 08$a9781484291689 311 08$a1484291689 327 $aPart 1 -- Chapter 1: 1. Don?t Pursue Transformations, Make The Software Shift -- Chapter 2: 2. Create New Value through Customer Progress, Not by Meeting Requirements -- Chapter 3:To Multiply Value, Mitigate Complexity First -- Part 2 -- Chapter 4: Don't Procure Software, Create a Dynamic Stack Instead -- Chapter 5: Implement a Strategy of Business Agility, Before the Agile Methods -- Chapter 6: Manage Development Flow, Not Project or Product Timelines -- Part 3 -- Chapter 7: Teams build Good Software, Not Resources -- Chapter 8: To Become Great, Practice the Art of Creative Management -- Conclusion. 330 $aThere is a call to action reverberating in company boardrooms, earnings calls, technology conferences, and IT departments: every company should be a software company. The call makes intuitive sense. Software, when done right, creates infinite business leverage. It is not a coincidence that 7 out of 10 largest companies in the world are software companies. But how does a company become a software company? This book will help enterprises transform into a software company. The software-driven future that Marc Andreessen predicted in his now-famous 2011 essay is here but unevenly distributed. While enterprises, and teams within, grasp the software technologies, they lack the context to leverage them ? much less understand the fundamental principles that drive the business value from software: What is the real essence of the software-based transformation? If every enterprise is implementing the same technologies, what is the source of differentiation? How do you manage the inherent complexity of software such that it doesn't destroy software's value? How do you build and nurture talent so that it is empowered to create the best solutions for your customers' problems? This book will answer all of that and more. The boundary between enterprise and consumer software is rapidly blurring. IEEE reports that 40% of the cost of a new car comes from software . Elsewhere, software is becoming synonymous with medical devices and therapeutics . FinTech and EdTech trends are primarily about personalization through software at an internet-scale. The struggling enterprises are up against it. They have no choice but to figure out how to ship consumer-grade software. It is an existential problem for them. This book compiles the timeless principles of building good software, yet often disregarded while building and deploying software products for enterprises. 606 $aSoftware engineering$xManagement 606 $aInformation technology$xManagement 606 $aBusiness information services 606 $aSoftware Management 606 $aBusiness IT Infrastructure 606 $aEnterprise Architecture 606 $aBusiness Process Management 606 $aIT in Business 615 0$aSoftware engineering$xManagement. 615 0$aInformation technology$xManagement. 615 0$aBusiness information services. 615 14$aSoftware Management. 615 24$aBusiness IT Infrastructure. 615 24$aEnterprise Architecture. 615 24$aBusiness Process Management. 615 24$aIT in Business. 676 $a005.1068 700 $aSidhu$b Amarinder$01373446 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910734822603321 996 $aBecoming a Software Company$93404543 997 $aUNINA