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They resist getting their hands dirty alongside the CIO, even though many of them will readily get down into the mud of a balance sheet with the CFO or strategize the details of global brand issues with the CMO.īecause they distance themselves from IT, CEOs don’t grasp its subtleties. Company leaders have quoted and lauded Carr whenever they’ve needed to justify their hesitation to create strong, progressive IT positions.Īnd they hesitate to create strong, progressive IT positions all the time. They had suspected all along that IT really doesn’t matter. This argument was derided by IT supply-side executives such as Steve Ballmer, Carly Fiorina, and Scott McNealy, but CEOs quietly applauded it. From a strategic standpoint, they became invisible they no longer mattered.” But as their availability increased and their cost decreased - as they became ubiquitous - they became commodity inputs. For a brief period, as they were being built into the infrastructure of commerce, all these technologies opened opportunities for forward-looking companies to gain real advantages. NICHOLAS CARR DOES IT MATTER PDF CREATOR GENERATOR“IT is best seen as the latest in a series of broadly adopted technologies that have reshaped industry over the past two centuries - from the steam engine and the railroad to the telegraph and the telephone to the electric generator and the internal combustion engine. Metti Oli 800th Episode.In 2003 Nicholas Carr wrote a provocative article for HBR titled “ IT Doesn’t Matter,” in which he stated: His ideas roiled the information technology industry, spurring heated outcries from executives of, and other leading technology companies, although the ideas got mixed responses from other commentators. In these widely discussed works, he argued that the strategic importance of in business has diminished as has become more commonplace, standardized and cheaper.
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