It doesn t matter by nicholas g carr

Carr's article is likely to anger many IT managers with its position in regards to IT, and the technical flaws in it could present weaknesses for IT professionals to exploit in criticism of his article.

Productivity is high and increasing rapidly. Journal of Management Information Systems22 2pp. It examines the economic and social consequences of the rise of Internet-based " cloud computing " comparing the consequences to those that occurred with the rise of electric utilities in the early 20th century.

He makes two critical points that are sometimes being lost in the current debate: Some commentators apparently read these things into it, but the real argument is harder to attack successfully.

Noticeably silent in this debate have been business executives who grew tired and impatient with technology long ago.

Gary Flood examines my article and the reaction to it in a Sept.

Ethernet is going into wide-area networks. Page 49, column 1: Today, information technology accounts for about half of capital expenditures by U. Carr called information technology managers impatient, wasteful, passive, and lured by the chorus of hype about the so-called strategic value of IT.

This leads to a greater truth about IT inwhich is that like most A-list organizations, BMO Financial Group has just about all the basic technologies we need to successfully compete right now.

Essential to competitiveness but inconsequential to strategic advantage: Carr concludes that since information technology no longer provides a competitive advantage to businesses, they should stop spending wildly on advanced information technology products and services.

He says that the productivity numbers are highly questionable. Carr is accurately describing the technology world in the post-bubble era. He was educated at Dartmouth College and Harvard University.

Many of the links, unfortunately, have become broken over the ensuing years. Paul Strassman, for example, despite being a high-profile, big-budget chief information officer for such organizations as NASA, the U.

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.

Carr himself has a website, nicholasgcarr. I find the overall piece, if not the title, to be fundamentally persuasive and not simply provocative.

She knows about it, and we share a good laugh every time a student plagiarizes it. Lastly, IT is often experiences very rapid price deflation. IT Doesn't Matter. MENU. SUGGESTED TOPICS; Subscribe Hi, Guest. Sign In Register. In this article, HBR's Editor-at-Large Nicholas Carr suggests that IT management should, frankly, become.

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. IT does so matter! By Kathleen Melymuka Our recent interview with Nicholas G.

Carr about his article in the May issue of Harvard Business. Electricity, the telephone, the steam engine, the telegraph, the railroad allianceimmobilier39.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. 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. 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.

It doesn t matter by nicholas g carr