It Doesn't Matter
IT Doesn’t Matter
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by Nicholas G. Carr With Letters to the Editor
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N O T CO PY
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Idalene F Kesner .
May 2003
HBR Case Study Leadership Development: Perk or Priority? HBR at Large IT Doesn’t Matter
Nicholas G. Carr
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Is Silence Killing Your Company? Global Gamesmanship
Leslie Perlow and Stephanie Williams
Ian C. MacMillan, Alexander B. van Putten, and Rita Gunther McGrath
The High Cost of Accurate Knowledge
Kathleen M. Sutcliffe and Klaus Weber
Hedging Customers
Ravi Dhar and Rashi Glazer
The Nonprofit Sector’s $100 Billion Opportunity
Bill Bradley, Paul Jansen, and Les Silverman
Best Practice Diamonds in the Data Mine
Gary Loveman
Frontiers Don’t Trust Your Gut
Eric Bonabeau
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H B R AT L A R G E
Doesn’t Matter by Nicholas G. Carr
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Copyright © 2003 by Harvard Business School Publishing Corporation. All rights reserved.
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As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically.
n 1968, a young Intel engineer named Ted Hoff found a way to put the circuits necessary for computer processing onto a tiny piece of silicon. His invention of the microprocessor spurred a series of technological breakthroughs – desktop computers, local and wide area networks, enterprise software, and the Internet – that have transformed the business world. Today, no one would dispute that information technology has become the backbone of commerce. It underpins the operations of individual companies, ties together far-flung supply chains, and, increasingly, links businesses to the customers they serve. Hardly a dollar or a euro changes hands anymore without the aid of computer systems. As IT’s power and presence have expanded, companies have come to view it as a
D
by Nicholas G. Carr With Letters to the Editor
O
N O T CO PY
Reprint r0305b
D O
Idalene F Kesner .
May 2003
HBR Case Study Leadership Development: Perk or Priority? HBR at Large IT Doesn’t Matter
Nicholas G. Carr
r0305a
r0305b
Is Silence Killing Your Company? Global Gamesmanship
Leslie Perlow and Stephanie Williams
Ian C. MacMillan, Alexander B. van Putten, and Rita Gunther McGrath
The High Cost of Accurate Knowledge
Kathleen M. Sutcliffe and Klaus Weber
Hedging Customers
Ravi Dhar and Rashi Glazer
The Nonprofit Sector’s $100 Billion Opportunity
Bill Bradley, Paul Jansen, and Les Silverman
Best Practice Diamonds in the Data Mine
Gary Loveman
Frontiers Don’t Trust Your Gut
Eric Bonabeau
N O T
r0305c
r0305d
r0305e
r0305f
r0305g
CO r0305h r0305j
PY
H B R AT L A R G E
Doesn’t Matter by Nicholas G. Carr
IT
D O N
I
Copyright © 2003 by Harvard Business School Publishing Corporation. All rights reserved.
O
As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically.
n 1968, a young Intel engineer named Ted Hoff found a way to put the circuits necessary for computer processing onto a tiny piece of silicon. His invention of the microprocessor spurred a series of technological breakthroughs – desktop computers, local and wide area networks, enterprise software, and the Internet – that have transformed the business world. Today, no one would dispute that information technology has become the backbone of commerce. It underpins the operations of individual companies, ties together far-flung supply chains, and, increasingly, links businesses to the customers they serve. Hardly a dollar or a euro changes hands anymore without the aid of computer systems. As IT’s power and presence have expanded, companies have come to view it as a