![]() Nicholas Carr Does It Matter Pdf ReaderFor a brief period, as they are being built into the infrastructure of commerce, these “infrastructural technologies,” as I call them, open opportunities for forward- looking companies to gain strong competitive advantages. But as their availability increases and their cost decreases – as they become ubiquitous – they become commodity inputs. They may be more essential than ever to society, but from a strategic business standpoint, they become invisible; they no longer matter. The staff of HBR voted “IT Doesn’t Matter” the best article to appear in the magazine during 2. This article provides a small part of my broader exploration of information technology and business strategy contained in the book? Information Technology and the Corrosion of Competitive Advantage, published by the Harvard Business School Press. The following list of reactions to the article was compiled in 2. ![]() Many of the links, unfortunately, have become broken over the ensuing years. Carr’s article just won’t stay debunked.”– Bob Metcalfe“IT Doesn’t Matter” was featured in a. He also says, “The article is thoughtful and sweeping and quite interesting to read. Review Nicholas Carr’s article “IT. Nicholas made some valid points in his submission especially the statement “you only gain. I think acquiring IT itself does not matter or give you the competitive. It Doesnt Matter Nicholas G Carr. Introduction: IT Doesn’t Matter was an article written by: Nicholas G. Letters Does IT Matter? Nicholas Carr has foisted an existentialist debate on the mighty. But surely Mr Carr does not appreciate the impressive pipeline of new technologies that is about. Want more from The Economist? Letter from John Seely Brown and John Hagel III John Seely Brown,Former Chief Scientist, Xerox,Palo Alto,California John Hagel III,Management Consultant and Author,Burlingame,California Nicholas Carr’s article “IT Doesn. Nicholas Carr or Nick Carr may refer to: Nicholas Carr. Carr (born 1959), American writer; Nikos Karvelas (born 1951), Greek singer-songwriter and record producer, stage name. Nicholas Carr writes about technology. Carr is also the author of two other. I’d heartily recommend it.”Stewart Alsop mentions “IT Doesn’t Matter” in. Judging from his comments, I’m not sure Mr. Information Technology and the Corrosion of Competitive Advantage (Harvard Business School Press, 2004). PDF; Topics: communication, manufacturing, innovation, operations. ARGE IT Doesn’t Matter by Nicholas G. ARGE IT Doesn’t Matter page 1. Review the key ideas in the book Does IT Matter? Carr in a condensed Soundview Executive Book Summary. Summaries & book reviews of the year's top. In Does IT Matter?, Carr argues that IT has become a. Barrett actually read the article (I don’t blame him; I’m sure he’s busy). As I make clear in the piece, the IT infrastructure is indeed essential to competitiveness, particularly at the regional and industry level. My point, however, is that it is no longer a source of advantage at the firm level – it doesn’t enable individual companies to distinguish themselves in a meaningful way from their competitors. Essential to competitiveness but inconsequential to strategic advantage: that’s why IT is best viewed (and managed) as a commodity. Nicholas Carr Does It Matter Pdf To WordSteve Lohr has another excellent. He features my article as well as Craig Barrett’s remarks on it. He makes two critical points that are sometimes being lost in the current debate: “. ![]() It is also possible to agree that the technology industry continues to be innovative and important, without also accepting that it will be a growth industry as it has been in the past.”John Hagel and John Seely Brown have written a. He says, “Nicholas Carr may ultimately be correct when he says IT doesn’t matter . To facilitate these business changes, IT can be considered a differentiator or a necessary evil. But today, it’s a must in a real- time corporation . I also agree on spending the minimum on IT to reach desired business results. Precision investment on core infrastructure and process- differentiation IT systems is called for in today’s intensely cost- conscious business versus the shotgun approach sometimes used in the past.” I find it interesting, and perhaps telling, that while my argument has certainly raised the hackles of IT vendors, consultants, and pundits, most of the actual IT executives I’ve heard from have expressed genuine interest in and considerable agreement for my point of view. Computerworld takes another. You just don’t get it from products, services and information. You get it from processes, skills and execution – the same things that let any business differentiate itself in ways that don’t involve IT.” So you can get advantage from technology, but not actually from the technology. I can live with that. Week has published a. Kirkpatrick first offers a convenient misreading of my argument, claiming that it deals only with hardware rather than with both hardware and software (not true at all), and then uses that as a platform for some furious verbal hand- waving. Of course hardware doesn’t matter, he says, and then quotes a Microsoft executive: “the source of competitive advantage in business is what you do with the information that technology gives you access to.” Yes, but how companies use the information they collect – about markets, operations, money flows, etc., etc. Thanks to those AOL Time. Warner synergies, however, you can still read this piece for free over at. Lashinsky concludes: “As in any good intellectual debate, both writers make good points. Carr is accurately describing the technology world in the post- bubble era. Kirkpatrick proves that innovation isn’t over yet. My hunch is that prudent investors, however, will side with Carr.”A thread of messages on “IT Doesn’t Matter” has begun to unspool on ZDNet. It’s noteworthy only because it includes the first airing, to my knowledge, of a. She concludes: “Carr may be early in calling this a turning point for the industry — for some companies, there probably still is strategic value left to be squeezed out of clever implementation of information technology. But the elbow room for seizing sustainable leads through technology is clearly diminishing as standards proliferate and computing power accelerates.”David Ticoll. Another e. Week piece, by Lisa Vaas. The most telling quote comes from the CEO of a software company that, Kirkpatrick tells us, “builds sophisticated software for collaboration.” Says this CEO: “We just closed several deals with leading Fortune 1. It’s difficult to purchase competitive advantage from an outside supplier who’s peddling the same “advantage” to your peers. The lead article in the Financial Times’. He calls the article “thought- provoking and well worth reading” and examines Oracle’s proposed takeover of People. Soft in light of my argument. George Colony, CEO of Forrester Research, uses the felicitous image of. It opens with a reference to my article: “. Noticeably silent in this debate have been business executives who grew tired and impatient with technology long ago. While they haven’t spoken out, their changing buying behavior says loud and clear that Carr’s arguments are more on target than the IT industry is willing to believe.”The June 2. New York Times has. The article also appears in the. He claims that “IT is becoming a more powerful tool for gaining competitive advantage, not less so.” But he also admits that “Wal- Mart, Amazon, e. Bay, and other great companies didn’t succeed because their information technology was better than others. Their vision was.”A thread on. I think most of us here want IT to be recognized as critical infrastructure. This is where conservative arguments in favor of open source, standardization, interoperability, and security really start to come together. It’s a field for pragmatic professionals, rather than the uncritical promotion of gee- whiz product features.”It’s Monday (July 7), and that means a new round of stories in. The Computerworld piece, titled “IT Does So Matter!,” features comments by Rob Austin, Andrew Mc. Afee, Paul Strassman, and Tom De. Marco. Strassman at one point says: “Right now only the CFO can go to jail. My hope is for the CIO of the future to be also eligible to go to jail.”Microsoft’s Paul Flessner discusses “IT Doesn’t Matter” in a CNET interview. He says: “It’s just silly to think that there’s no competitive advantage to be made in IT. Some commentators apparently read these things into it, but the real argument is harder to attack successfully. I find the overall piece, if not the title, to be fundamentally persuasive and not simply provocative.”John Taschek also offers a. He writes: “I’ll bet that plenty of the article’s critics have not read it. Industry partisans who have read it but can’t accept much of it as true are either awash in denial or so obsessed with self- preservation that they’re blinded to facts.”CNET makes a. We look out there like kids in a candy store saying what a great world we live in,” while Bill Gates put it this way: “We disagree with all of this. We fully acknowledge theharsh realities. Schrage claims that I say that “the quality of management matters far less than the quantity of the commodity,” but that, of course, is exactly the opposite of what I say. Indeed, by the end of his piece, Schrage ends up circling around to confirm my essential thesis. I assume this is, by the way, the same Michael Schrage who recently. Anybody who thinks there’s a correlation between innovation and profitability doesn’t understand innovation and doesn’t understand profitability.”Robert Weisman examines my article and the. Writes Gomes: “Many captains of the tech industry criticized the HBR piece, describing it almost as an affront to the very idea of human progress. Many common folks in Silicon Valley, however, have become comfortable with the idea that technology has entered a mature, slow- growing phase. Their attitude is like that of a gifted child who is forever being pressured into excelling, but who wants nothing more than to be ordinary.” (Reprinted. It’s a good issue, even if all the usual suspects say the usual things. Carly Fiorina says I’m. More interesting, though, is her. It’s turning into the kind of mud fight you get in commodity businesses. Samy Mosimann discusses my article in the Swiss journal. Pittsburgh Post- Gazette. Also on Sept. 7, Jeff May mentions my article in a piece on the tech industry’s. It’s “the vision thing,” he contends. Although there has been a great deal of reaction to my article from IT managers and the IT industry, there have been relatively few public comments from business managers. It’s particularly noteworthy, therefore, to see Tony Comper, the chairman and CEO of BMO Financial Group, one of the largest North American financial services companies, discuss my article and the current IT landscape in. At one point, he addresses my much- debated contention that “IT’s power is outstripping most businesses’ needs.” Here’s what Comper says: “Let’s think about that for a moment. I’d hazard an educated guess that the vast majority of the two main end- users in my organization – customers and employees – actually utilize about 2. I’m being generous here). The rest of the investment is mostly wasted. This leads to a greater truth about IT in 2.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. Archives
August 2017
Categories |