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Does It Matter?
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Kurzbeschreibung
This is a bold and controversial manifesto on where information technology is headed, how its role in business strategy will dramatically change, and what this all means for business managers and IT suppliers. "Does IT Matter" provides the first cogent explanation of IT's dramatically changing business role, its levelling influence on competition, and the practical implications for business managers and IT suppliers. A convincing manifesto on one of the most important business phenomena of our time, "Does IT Matter?" will play a central role in our ongoing debate about the future of IT.
Synopsis
This is a bold and controversial manifesto on where information technology is headed, how its role in business strategy will dramatically change, and what this all means for business managers and IT suppliers. "Does IT Matter" provides the first cogent explanation of IT's dramatically changing business role, its levelling influence on competition, and the practical implications for business managers and IT suppliers. A convincing manifesto on one of the most important business phenomena of our time, "Does IT Matter?" will play a central role in our ongoing debate about the future of IT.
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IN 1969, a young electrical engineer named Ted Hoff had a particularly elegant idea. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
IN 1969, a young electrical engineer named Ted Hoff had a particularly elegant idea. Lesen Sie die erste Seite
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12 von 13 Kunden fanden die folgende Rezension hilfreich
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dieses Buch ist das ausformulierte Follow-Up zu dem berühmten (und berüchtigten) Artikel "IT Doesn't Matter" von Nicholas Carr in der Harvard Business Review. Die Story in kürze: IT ist heute eine Commodity, die sich jeder kaufen kann. Damit führt es nicht mehr automatisch zu Wettbewerbsvorteilen, in IT zu investieren. IT ist heute da, wo vor 100 Jahren die Elektrizität war - einfach nur eine Infrastruktur-Technologie aus der Steckdose - so wie heute niemand mehr einen "Chief Electricity Officer" hat, werden die Leute in ein paar Jahren auch keinen CIO mehr brauchen, sondern das mit erledigen. So wie man heute Strom "on demand" kauft, wird man das mit IT tun.
Es ist klar, dass diese Thesen kontrovers diskutiert werden - aber egal ob sie final richtig sind oder nicht, ob sie einem gefallen oder nicht, regen sie zum Nachdenken an. Man bekommt eine Idee warum das Business heute langsamer und bedächtiger in IT investiert. Und man wird anfangen sich zu fragen, ob es nicht sehr oft auch die Open Source, Low Tech Variante tut, statt "latest vendor technology"- das Buch regt also primär mal zum Nachdenken an - das tut es wie sonst nur wenige Bücher.
IT Marketiers werden es hassen - ihr CFO wird es lieben, weil man mit dem nachdenken über teure Spitzentechnologie versus zum Beispiel "good enough open source" einfach noch viel Geld verdienen kann.
Für alle Leute, die IT Strategie machen oder eben (noch) CIO sind oder drüber nachdenken, was sie in Zukunft in der IT tun, ein toller Denkanstoß.
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Nicholas G. Carr is the famous author of the 2003 HBR article IT Doesnt Matter (IT as in Information Technology).
Most of his arguments in this book are based on those found already in said article. The book is basically in my opinion just a more detailed version of his HBR article.
Carr tries to prove his point that only few companies have actually gained (first mover) advantages by looking mainly at case studies taught in every mediocre CIS course. Among those familiar faces are for example American Airlines SABRE system or ASAP from AHS.
I guess his point (or the message he wants to convey) is that there arent too many positive examples of IT as a strategic resource around and that even those few companies were just very lucky anyhow.
So what does Carr suggest? He argues that IT should support business goals and not vice versa. Companies should manage IT risks and generally spend less. They should follow when it comes to innovation and not lead. He explains all those known arguments in depth.
The book is certainly an interesting read - for someone who hasnt read the HBR article before that is.
Most of his arguments in this book are based on those found already in said article. The book is basically in my opinion just a more detailed version of his HBR article.
Carr tries to prove his point that only few companies have actually gained (first mover) advantages by looking mainly at case studies taught in every mediocre CIS course. Among those familiar faces are for example American Airlines SABRE system or ASAP from AHS.
I guess his point (or the message he wants to convey) is that there arent too many positive examples of IT as a strategic resource around and that even those few companies were just very lucky anyhow.
So what does Carr suggest? He argues that IT should support business goals and not vice versa. Companies should manage IT risks and generally spend less. They should follow when it comes to innovation and not lead. He explains all those known arguments in depth.
The book is certainly an interesting read - for someone who hasnt read the HBR article before that is.
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Useless except as a catalyst to get you to do your own thinking
5. Juli 2005
Format:Gebundene Ausgabe
This book, as Nicholas Carr has claimed about IT, "doesn't matter". As one reviewer stated, Carr is a good writer but should have kept his assertion to a short article.
Carr claims that IT (hardware and software technologies) is becoming a commodity and therefore that by itself it does not provide competitive advantage. This is eye-opening and insightful only if one believes all the claims of the dot-com era (some of which are still turning out to be true after all) and if one does not understand that the economy is getting more competitive all the time. So what? Isn't everything becoming commoditized? What is left after the Information Age and outsourcing of everything? Some say it is the Creative Age, in which creativity and innovation are what confer true advantage - human mental processes, some of which have to do with using or applying technology differently.
Carr readily admits good USE of IT does confer an advantage - but again, isn't this true with any input or tool? It is management and innovative use of the input rather than the input itself that confers some advantage.
One needs a much more sophisticated hands-on understanding of IT besides the superficial observation that hardware and software technologies are becoming commodities available to all -- besides, this argument is only true in a 30,000 foot view of the world.
When one looks closer, in most cases the "free" open source software that is theoretically available to all is not truly available to all because the expertise needed to use it is very limited. Can all organizations use Linux, Perl, MySQL, etc. equally well? If not, are they really "available to all", or only to those who can actually use them? That everyone can "buy" them does not equate with them being "commodity inputs" -- they are just "technologies" not actual "INPUTS" if they are bought and not used. These questions are intertwined and more complex than they at first seem. For better or worse, one needs an experiential, not an academic or theoretical understanding, of IT in order to arrive at an answer.
In the last chapter, Carr backs off somewhat, saying it is too early to tell the impact of IT - but if it is too early to tell the impact, how can he already conclude it doesn't matter? I suppose that is why he modified his title from the article title of "IT Doesn't Matter" to the book title of "Does IT Matter?". This question seems to be unanswered despite agreement that many information technologies (just as other technologies, products, inputs, processes, and so on) become commodities very quickly, and at an ever increasing rate.
Bottom line: you do not need to bother reading the book. If you wish to understand Carr's argument, read his original article.
As with so many popular "management books", Peter Drucker had already summed up what a manager should know and think about in a more concise way -- for example, that it is the "I" in "IT", not the "T", that matters. Organizations need INFORMATION not TECHNOLOGY and in particular INFORMATION about the OUTSIDE. For better guidance on strategy and IT, see Drucker's Management Challenges of the 21st Century.
Carr claims that IT (hardware and software technologies) is becoming a commodity and therefore that by itself it does not provide competitive advantage. This is eye-opening and insightful only if one believes all the claims of the dot-com era (some of which are still turning out to be true after all) and if one does not understand that the economy is getting more competitive all the time. So what? Isn't everything becoming commoditized? What is left after the Information Age and outsourcing of everything? Some say it is the Creative Age, in which creativity and innovation are what confer true advantage - human mental processes, some of which have to do with using or applying technology differently.
Carr readily admits good USE of IT does confer an advantage - but again, isn't this true with any input or tool? It is management and innovative use of the input rather than the input itself that confers some advantage.
One needs a much more sophisticated hands-on understanding of IT besides the superficial observation that hardware and software technologies are becoming commodities available to all -- besides, this argument is only true in a 30,000 foot view of the world.
When one looks closer, in most cases the "free" open source software that is theoretically available to all is not truly available to all because the expertise needed to use it is very limited. Can all organizations use Linux, Perl, MySQL, etc. equally well? If not, are they really "available to all", or only to those who can actually use them? That everyone can "buy" them does not equate with them being "commodity inputs" -- they are just "technologies" not actual "INPUTS" if they are bought and not used. These questions are intertwined and more complex than they at first seem. For better or worse, one needs an experiential, not an academic or theoretical understanding, of IT in order to arrive at an answer.
In the last chapter, Carr backs off somewhat, saying it is too early to tell the impact of IT - but if it is too early to tell the impact, how can he already conclude it doesn't matter? I suppose that is why he modified his title from the article title of "IT Doesn't Matter" to the book title of "Does IT Matter?". This question seems to be unanswered despite agreement that many information technologies (just as other technologies, products, inputs, processes, and so on) become commodities very quickly, and at an ever increasing rate.
Bottom line: you do not need to bother reading the book. If you wish to understand Carr's argument, read his original article.
As with so many popular "management books", Peter Drucker had already summed up what a manager should know and think about in a more concise way -- for example, that it is the "I" in "IT", not the "T", that matters. Organizations need INFORMATION not TECHNOLOGY and in particular INFORMATION about the OUTSIDE. For better guidance on strategy and IT, see Drucker's Management Challenges of the 21st Century.
35 von 40 Kunden fanden die folgende Rezension hilfreich
A Landmark in IT Thinking
30. Mai 2004
Format:Gebundene Ausgabe
Just reading through the reviews already posted here shows how big a stir Carr's ideas have caused. Because of vested interests or emotional ties, some people have a deep fear of any criticism of IT, and it blinds them to the reality of the situation. In my humble opinion, as someone who's worked in the IT field for nearly two decades, I think Carr has it exactly right. It's best to treat the technology as a fairly boring necessity - be frugal, buy standardised components, don't believe the hype. The book is carefully argued, and it makes for quite compelling reading. Ignore it at your own risk.
29 von 33 Kunden fanden die folgende Rezension hilfreich
verbose
24. Februar 2006
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
This is just an article from Harvard Business Review blown up into a book. Get the article reprint and save yourself time and money.
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