To beat your competitors, are you devoting more than 50% of your capital expenditures to information technology? If so, you’re not alone. Businesses worldwide pump $2 trillion a year into IT. But like many broadly adopted technologies—such as railways and electrical power—IT has become a commodity. Affordable and accessible to everyone, it no longer offers strategic value to anyone. Scarcity—not ubiquity—makes a business resource truly strategic.

IT Doesn't Matter. An article by Nicholas G. Carr published in the Harvard Business Review in. May 2003 available online at Article Analysis #3. August 11, 2003. HBR Case Study r0305a Leadership Development: Perk or Priority? Kesner HBR at Large r0305b IT Doesn’t Matter Nicholas G. Carr Is Silence Killing Your. Oct 30, 2017 - 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 technology no longer gives businesses a competitive edge. Carr called information technology managers impatient,. Over the last decade, and even since the bursting of the technology bubble, pundits, consultants, and thought leaders have argued that information technology provides the edge necessary for business success. IT expert Nicholas G. Carr offers a radically different view in this eloquent and explosive book. As IT's power and.

Companies gain an edge by having or doing something others can’t have or do. In IT’s earlier days, forward-looking firms trumped competitors through innovative deployment of IT; for example, Federal Express’s package-tracking system and American Airlines’ Sabre reservation system. Now that IT is ubiquitous, however, we must focus on its risks more than its potential strategic advantages. Consider electricity. Baboyang Walang Amoy Pdf. No company builds its strategy on its electrical usage—but even a brief lapse in supply can be devastating.