Then, remind yourself of a leader who was a renowned expert in his field, or who you really admired for his integrity. How did it feel to work for these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of her power.
He examines the evolution of IT and argues that it follows a pattern very similar to that of earlier technologies like railroads and electricity. At the beginning of their evolution, these technologies provided opportunities for competitive advantage.
However, as they become more and more available - as they become ubiquitous - they transform into "commodity inputs," and lose their strategic differentiation capabilities.
From a strategic viewpoint, they essentially become "invisible. Proprietary technologies can provide a strategic advantage as long as they remain restricted through "physical limitations, intellectual property rights, high costs or a lack of standards," but once those restrictions are lifted, the strategic advantage is lost.
In contrast, infrastructural technologies provide far greater value when shared. Although an infrastructural technology might appear proprietary in the early stages of buildout, eventually the characteristics and economics of infrastructural technology necessitate that they will be broadly shared and will become a part of the broader business infrastructure.
To illustrate his point, Carr uses the example of a proprietary railroad.
It is possible that a company might gain a competitive advantage by building lines only to their suppliers, but eventually this benefit would be trivial compared to the broader good realized by building a railway network.
The same is true for IT - no company today would gain a cost-effective competitive advantage by narrowing its focus and implementing an Internet only between their suppliers to the exclusion of the rest of the world.
To further shore up his "IT as commodity" theory, Carr cites the fact that major technology vendors, such as Microsoft and IBM, are positioning themselves as "IT utilities," companies that control the provision of business applications over "the grid.
First, IT is a "transport mechanism" that carries digital information much the same way that railroads carry goods and power grids transport electricity. And just like these commodities, IT is "far more valuable when shared than when used in isolation.
With the economic efficiency of off-the-shelf software and the generic business processes that are inherently available within them, the costs savings and interoperability benefits make the sacrifices of "distinctiveness" unavoidable.
And, finally, IT is "subject to rapid price deflation. Again, as cost declines, availability increases, which fuels the case for the commoditization of IT.Okay to be serious here. I think this is a great summary of many of the object-level arguments of reaction.
Now, one potential takeaway is “Okay, so if I had . May 20, · Ten years ago this month, Harvard Business Review published “IT Doesn’t Matter,” a widely-discussed and debated pfmlures.com author, Nicholas Carr, says today that it “completely changed my.
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Article Analysis: It Doesn't Matter Essay example; Article Analysis: It Doesn't Matter Essay example. It Doesn't Matter Summary Essay 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.
He examines the evolution of IT and argues that it. 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 Author: Robert M.