Publication Date • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •. In a May 2003 article in the Harvard Business Review entitled “IT Doesn’t Matter,” Nicholas G. Carr introduced the idea that information technology (IT) does not provide a competitive advantage to companies in a strategic manner. A frame-changing statement on one of the most important business phenomena of our time, Does IT Matter? Marks a crucial milepost in the debate about IT's future. An acclaimed business writer and thinker, Nicholas G. Carr is a former executive editor of the Harvard Business Review. And making it so compelling,Carr is likely to perpetuate a misguided view. The choice of article title is even more unfortunate.It may grab readers’atten-tion,but it is misleading: Carr is not claiming that IT does not matter; rather, his main assertion is that IT is diminish-ingas a source of strategic differentiation. A book that will change the way you think about technology and business strategy, Does IT Matter? Information Technology and the Corrosion of Competitive Advantage expands and extends the arguments in Nicholas Carr’s explosive Harvard Business Review article “ IT Doesn’t Matter.”. In Does IT Matter?, Carr argues that IT has become a commodity, and because the very nature of strategy requires differentiation, IT cannot possibly qualify. IT can be used to supplement and improve strategy implementation, but it is not the foundation of a competitive advantage. To handle this new approach to IT, executives will have to prevent the commoditization of IT architecture and applications from destroying their companies’ barriers to competitive advantages. ![]() • How information technology (IT) transformed from a potential strategic advantage to a commoditized cost of doing business. • How the infrastructural technology of IT is like previous infrastructural innovations such as telephone lines and telegraph wires. • Why the only way for IT to fulfill its potential is to become a shared, standardized utility. • How mitigating risk and controlling cost are becoming more important than innovation and investment in IT. • How companies coming together to share new technology can corrode individual advantage while increasing the benefit for the economy at large. • How IT has affected productivity. Publication Date: May 01, 2003 This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading.This widely debated article now includes 14 Letters to the Editor. As information technology has grown in power and ubiquity, companies have come to view it as evermore critical to their success; their heavy spending on hardware and software clearly reflects that assumption. Chief executives routinely talk about information technology's strategic value, about how they can use IT to gain a competitive edge. But scarcity, not ubiquity, makes a business resource truly strategic--and allows companies to use it for a sustained competitive advantage. You gain an edge over rivals only by doing something that they can't. IT is the latest in a series of broadly adopted technologies--think of the railroad or the electric generator--that have reshaped industry over the past two centuries. For a brief time, these technologies created powerful opportunities for forward-looking companies. But as their availability increased and their costs decreased, they became commodity inputs. From a strategic standpoint, they no longer mattered. That's exactly what's happening to IT, and the implications are profound. In this article, HBR's Editor-at-Large Nicholas Carr suggests that IT management should, frankly, become boring. Nicholas G Carr BiographyIt should focus on reducing risks, not increasing opportunities. For example, companies need to pay more attention to ensuring network and data security. Even more important, they need to manage IT costs more aggressively. IT may not help you gain a strategic advantage, but it could easily put you at a cost disadvantage. When you place your first order on HBR.org and enter your credit card information and shipping address, 'Speed-Pay' ordering is enabled. While Service Providers can use this White Label Platform to offer Mobile VoIP services in their own brand. Mobile dialer free download for nokia c5 hard drive. For using this app, end users will need an Operator Code, which they can obtain from a VoIP Service Provider. Features: 1 VoIP Calls & SMSs via Wifi, 3G / 4G, edge or UMTS.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. Archives
January 2019
Categories |