Introduction Nicholas G. Carr initiated a discussion about the strategic importance of IT spending of companies in his Article "IT Doesn 't Matter" published in Harvard business review, 2003. He advises to reduce the spending on IT infrastructure by arguing the fact that IT become commodity rather than a strategic advantage. Diminishing strategic advantage of the IT as explained by Nicholas Carr is not a broad view of the topic and Author has limited the scope of IT with mostly hardware part and
more. I can honestly say that everyone i know has either been on the internet or used google reason being its one of the most go to quick fix for anything. It just makes life easier and that doesn 't necessarily mean easy is the best option, but it helps advance in what we need. In the article Nicholas Carr gives his point of view on how the internet is not only becoming a custom for everyone in the world, but also making us lose a sight of reading “It is clear that users are not reading online
VIEW: THE “IT DOESN’T MATTER” DEBATE Larry DeJarnett The Lamar Group larry.dejarnett@thelamargroup.com Robert Laskey Revelation 360 bob@revelation360.com H. Edgar Trainor Paramount Pictures ed.trainor@paramount.com EDITOR’S FOREWORD This article differs from all the articles CAIS published previously in that it is a debate on the nature of IT written by practitioners from three different points of view. It deals with IT Doesn’t Matter, a polemic written by Nicholas Carr, then editor of the Harvard
downfalls--which are arguably more significant than the advantages. Has technology evolved for the better or for the worse? Most would have trouble answering this question. In most high-income countries, it is extremely hard to find somebody who doesn 't own a cell phone or a computer--almost every student has both. This constant exposure has, arguably, negatively affected many people, especially on the way we socialize throughout our lives. It is very important to acquire good social skills, it
In a smartphone is the capacity to access the entirety of human knowledge and thought by way of the search engine. The human mind is changing, for the better and for the worse. With access to such powerful technology we don 't need to exercise our brain as much; we don 't need to remember all the little facts. However, it also means that we have more capacity for deeper thought. We can let the technology take care of factual knowledge, and we can use our minds for what computers can’t do: creative
changes, all in response to growing competition and necessity to be different. The strategic implications IT has had for managers in organizations are extensive, “as companies have come to view it as a resource ever more critical to their success.”(Carr 2003:5) It is challenging to understand the strategic implications information technology has had on organizations, its role in businesses being contextually relative depending on type, size of organizations. However, some trends have emerged, allowing