Sample Article Review on “IT Doesn’t Matter”by Nicholas G. Carr’s

Nicholas G. Carr’s Article “IT Doesn’t Matter”

 

Abstract

The paper provides a comprehensive analysis of the article written by Carr (2004) on “IT Doesn’t Matter.” The article indicates the IT transformation over the years after the development of circuits by a young Intel Engineer in 1968. IT computing power has expanded to supporting increased technological expenditure and development of new business models.  In addition, it would also illustrate the nature of IT expansion in terms of internet and the rollouts of past technologies. The rapid commodization of the IT also takes a centre stage in the IT development discussions in the article. As a result, it will provide strong arguments on the nature of IT development such as creation of new business models and IT tools and processes.

Statement of the Topic and Relevance

The aim of the article is to note the various benefits of IT adoption and implementation among the business. However, the article describes the risks and challenges that limit the expansion of IT in the society. For instance, it argues that the opportunities for getting IT based advantages are declining (Carr, 2004). For example, the price of IT functionality has lowered making affordable to almost every person. Therefore, the paper will question the nature of IT growth and expansion opportunities in the current society.

Key Issues

 

Carr (2004) mentions various key issues relating to the nature of IT growth and development in the current society. First, the article discusses the current vanishing advantage on the expansion of IT.  This refers to the failures of IT in influencing IT development in the firms. A look at the propriety and infrastructural technology it determines that the IT buildouts has highly restricted by increased costs, lack of standards, and physical limitations. Most importantly, there has been an increased rate of IT commodization. This emerges from the history of IT that is characterized by increased interconnectivity and interoperability (Davenport, 2013).

In addition, the IT venders are expected to promote the strategic focus and value of the IT products, their business strategies does not match the understanding marketing expectations. The vendors adapt to compete in an industry whereby the IT hardware and software are only commodities. The existing companies’ IT capabilities are sufficient in providing the company’s needs explaining the current slow demand for IT products (Hetland, Sandal & Johnsen, 2007). Today, companies build the business strategy on the inherent technological tools. However, they are exposed to the different operational risks including security breaches, service outage and terrorism among others.  Increased IT investment is also necessary in order to evaluate the expected returns from the investments in the information systems.

 

Research on the Topic

 

Various research studies have been conducted on the nature of IT expansion and limitations in the development of effective business strategies and processes. The systems development and implementation of the data relies on a single standardized platform that supports the sharing of quality data and information. The IT aspects also incorporate the reduced manual preparation and manpower reduction. Thus, the adoption of IT leads to reduction in employee’s demands as well as promoting training decentralization among various employees in the business firms Schwalbe (2013) suggests that there is an increasing gap between the technology realm and the level of IT execution enterprises. Most of the scholars argue that the widening gap cannot be dealt with due to the evolutionary and internal focus.  He also argued that the increased emphasis on technology is very wrong if not incorporated into the business strategic objectives.

The current technological advancements and digital tools have been key aspects of growing and expanding the organization’s future. The businesses are required to use the appropriate technological channels and techniques to serve the various markets. Thus, they must adapt to the evolving markets in order to succeed. In spite of the inherent IT challenges, the present IT approaches are able to address the existing challenges. Gallivan, Spitler and Koufaris (2003) discusses the nature of the current innovation in supporting growth and expansion in the various organizations. In terms of innovations, the managers focus on service delivery, usage of IT solutions and the access to more collaborative and useful internet capabilities. This forms part of the current IT generation and the delivery of strong business solutions.

Apart from all, scholars appreciate the growing realization among the workers and managers on the nature of technology and the present organizational capabilities.  The recent slow pace of IT adoption also prevents the traditional project management techniques such as the customization processes and delivery performance. Hetland, Sandal and Johnsen (2007 argued that the inherent enterprise processes and solutions could not drive technology. An evaluation of the mobile devices by Andreeva and Kianto (2012) also compares the projected expansion and production of smart devices and mobile units.  They also argue that the smart devices are characterized by poor enterprise ecosystems. The enterprise vendors and IT units usually rely on the old IT platforms including Windows and LAMP. The structures involved include infrastructure, skills and strong relationships. Also, most of the benefits of the current technologies are based on the older structured IT platforms (Meliciani, 2012). This implies the slow IT development and advancement in terms of providing improved enterprise capabilities and suitability.

Peters, Schneider, Griesshaber and Hoffmann (2012) also review the nature of social media adoption in the current business world.  They argue that social media is not an IT competency as it only focuses on the aspect of human interaction rather than being a strong integrated approach for work flow.  The business value propositions calls for necessary business transformation in order to support production and improved business processes. Most importantly, Andreeva and Kianto (2012) also analyses the current concept of cloud computing. The adoption of cloud computing is faced with challenges of control. Thus, most of people and firms are reluctant to adopt the cloud computing processes. It also raises reliability and performance perceptions concerns that should be based on the most effective enterprise standards (Peters et al., 2012).  Therefore, IT does not matter if it does to provide strong foundations and platforms for enhancing business growth and success.

Conclusion

In summary, the article by Carr explains the various limitations and challenges in the adoption of IT and growth of IT based business processes. It evaluates how the IT venders are expected to promote the strategic focus and value of the IT products, their business strategies does not match the understanding marketing expectations. The enterprise vendors and IT units usually relies on the old IT platforms including Windows and LAMP. The structures involved include infrastructure, skills and strong relationships. There are exists various challenges that slows the expansion of IT in the society. This includes the IT buildouts has highly restricted by increased costs, lack of standards, and physical limitations. Scholars argue that the smart devices have poor enterprise ecosystems. The IT computing power has expanded to supporting increased technological expenditure and development of new business models.

The existing companies’ IT capabilities are sufficient in providing the company’s needs explaining the current slow demand for IT products. Today, companies build the business strategy on the inherent technological tools. It also analyses the current concept of cloud computing. The adoption of cloud computing is faced with challenges of control. In my opinion, I think IT has made considerable efforts in transforming the current business processes and systems.  However, its future progression and success is threatened by various limitations and challenges including increased demands and low prices of IT devices

References

 

Andreeva, T., & Kianto, A. (2012). Does knowledge management really matter? Linking knowledge management practices, competitiveness and economic performance. Journal of Knowledge Management, 16(4), 617-636.

Carr, N. G. (2004). Does IT matter. Information technology and the corrosion of competitive advantage, 1.

Davenport, T. H. (2013). Process innovation: reengineering work through information technology. Harvard Business Press.

Gallivan, M. J., Spitler, V. K., & Koufaris, M. (2003). Does information technology training really matter? A social information processing analysis of coworkers’ influence on IT usage in the workplace. Journal of Management Information Systems, 22(1), 153-192.

Hetland, H., Sandal, G. M., & Johnsen, T. B. (2007). Burnout in the information technology sector: does leadership matter?. European journal of work and organizational psychology, 16(1), 58-75.

Meliciani, V. (2012). Technology, trade and growth in OECD countries: does specialisation matter?. London, UK: Routledge.

Peters, M., Schneider, M., Griesshaber, T., & Hoffmann, V. H. (2012). The impact of technology-push and demand-pull policies on technical change–Does the locus of policies matter?. Research Policy, 41(8), 1296-1308.

Schwalbe, K. (2013). Information technology project management. Boston, MA: Cengage Learning.