IT managers should stop squandering corporate assets and begin acting in the best interests of their shareholders. But now that the post-Internet-bubble nuclear winter is almost over, Ethernet is speeding up, to beyond 1, megabits one gigabit per second.
Today, information technology accounts for about half of capital expenditures by U. My hunch is that prudent investors, however, will side with Carr. Harvard Business Review hasextremely influential readers. Content Critique As I mentioned in the previous section, Carr's audiences are executive managers and IT managers though the main thrust is very much towards executive managers.
Page 45, column 1: Carr may claim these Harvard-MBA-type executives are foolish or misguided, but 55 percent feel that their companies should use information technology more aggressively; 43 percent feel their usage is just right; and only 2 percent feel that they should be less aggressive.
It makes me wonder whether Roach, like Carr, just has a bad attitude about IT. 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.
Instead of using competitive advantage as a justification for IT expenditures, adding value to the organization must be the justification. Productivity numbers are hard to come by, and Roach relied on outmoded methods. To facilitate these business changes, IT can be considered a differentiator or a necessary evil.
Taking technology risks, when done well, can bring competitive advantage. One study that Carr cites states that the 25 companies with the highest economic returns spent on average just.
He says that the productivity numbers are highly questionable.
We brag about our world-leading research universities. I called Solow, a Nobel Prize winner, and he admitted that this so-called productivity paradox might easily be explained by how poorly productivity is measured.
Sources of data used in article Page 41, column 2: As a technology diffuses through the industry, it begins to lose its ability to create competitive advantage. All of these have been offering advice for decades on just how far onto the bleeding edge of technology it is wise to go to give your company an edge.
We fully acknowledge the harsh realities. They may be more essential than ever to society, but from a strategic business standpoint, they become invisible; they no longer matter.
Ethernet is going into wide-area networks. While I agree with the majority of his findings in the rest of his article, I think that the final portion falls short. Carr states that as cutting edge IT matures, it is soon available for everyone. He says, “Nicholas Carr may ultimately be correct when he says IT doesn’t matter [but] business-process improvement, competitive advantage, optimization, and business success do matter and they aren’t commodities.
Jun 01, · A year ago, Harvard Business Review published a now infamous article called “IT Doesn’t Matter.” Its author, the magazine’s then executive editor Nicholas G.
Carr, argued that information Author: Robert M. Metcalfe. Electricity, the telephone, the steam engine, the telegraph, the railroad parisplacestecatherine.com? In his HBR article, "IT Doesn't Matter," Nicholas Carr has stirred up quite a bit of controversy around IT's role as strategic business differentiator.
IT Doesn’t Matter. Nicholas G. Carr; From the May Issue for that matter, supply-chain management when you can buy a ready-made, state-of-the-art application for a fraction of the cost.
HBR AT LARGE • IT Doesn’t Matter Nicholas G. Carr is HBR’s parisplacestecatherine.com edited The Digital Enterprise,a collec-tion of HBR articles published by Harvard Business School Press in ,and has written for the Financial Times,Business ,and the Industry Standardin addition.
Electricity, the telephone, the steam engine, the telegraph, the railroad parisplacestecatherine.com?
In his HBR article, "IT Doesn't Matter," Nicholas Carr has stirred up quite a bit of controversy around IT's role as strategic business differentiator.It doesn t matter by nicholas g carr