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business value is business value. the end. I'm only adding word to this review because it qlhas a fifteen word minimum.
This is probably one of the first negative reviews that I am writing on any book. Only in the last two chapters there is some discussions on what business value could be. That material there is probably worth only a couple of blog posts or articles - I felt disappointed in buying a book for it. Well, I could return the book and get a refund, but I did keep it as a memory of the lack of "value" - that is great teacher.
Mark Schwarz clearly from the book moans about Scrum and the role of the Product Owner. I get it, PO role is poorly constructed in most organizations. But his book is filled with confirming his misunderstandings of meta process frameworks. He expects Scrum and Large Scale Scrum to define what "value" is. "Value" is in the eyes of the beholder. Scrum/LeSS neither defines "value" nor defines "product management" nor defines "software development practices" not defines "release management practices" -- there are several models, frameworks and practices covering those. They neither make a claim that they are the answer to these practices.
For eg. Amazon values their customers but not their employees so much. SouthWest loves their customers, but their employees even more. And someone like Uber values neither its employees, its customers, its contracted drivers, but only focuses on itself - making money.
I would strongly suggest that Mark pull this book out from the store, go back to his basics and start learning "Scrum" again.