“It Doesn’t Matter” by Carr

Nicholas Carr’s article It Doesn’t Matter explains the impact of technology in the modern business environment. Carr describes how information technology infrastructure use is on a rapid increase. He attributes this to the assumption companies have that they will have a strategic advantage over others if they use modern technology. However, when viewed from a different perspective, this assumption is flawed. Because a given technology cannot provide a strategic advantage because of ubiquity, it can only provide an advantage if it is scarcely used. As information technology becomes available to every person, value and strategic advantage decrease. Car addresses this issue broadly and gives the implication it will have on business entities.

According to the article, since IT is a technological infrastructure, it is designed to be shared because it offers more value than when used alone. Managers are confident in the long-term viability of infrastructure-driven technologies. This, however, is not true since significant amounts of investments lead to more competition, which in turn reduces the value of the technology and makes it more widely available (Carr, 2003). The same thing has happened in the modern world with advances in information technology. Then, having established that information technology is not all that vital, Nicholas offers several suggestions for today’s managers. To begin with, business leaders should cut back on their spending on information technology. Before deciding on a particular IT system, they should do a thorough evaluation of the possibilities. Managers should also search for open-source or less expensive options when making decisions. Managers should also work to cut down on waste. Most of the storage capacity is used to provide customer service; the remainder is devoted to Mp3s, videos, and email messages (Carr, 2003). Instead of setting the pace, businesses should lag. As soon as a new piece of technology becomes outdated, it’s advisable to wait a month or two before deciding on an IT system. The most crucial thing about this shift is that IT should now be viewed as critical to the competition but ancillary to corporate strategy. A slight disruption can significantly impact the profitability and reputation of a firm, while an upgrade adds only a small amount to profits (Carr, 2003). Managers should now focus on maintaining rather than updating the current IT system.

I agree with Carr’s article that increased use of technology significantly reduces the value. Similar to electric power discovery, it sparked a global second industrial revolution. The modern world would be unimaginable without electricity. Electricity is all around us, and getting your hands on it is very simple. Even yet, this doesn’t mean you can get by without it. As a result, the price of electricity has risen considerably in the market. The construction of electric infrastructure is a crowded market. Electricity is delivered by power corporations and charged for by consumers. It’s moving along the same path. In-house “electric plants” are now being built by people in their enterprises. Professional “IT plant firms” that can supply techniques to any industry are becoming more popular on the market. Information technology is becoming increasingly important in a wide range of businesses. Information, not supercomputers and software, is what people in the IT era require most. A company will spend money on IT infrastructure if they want to get and process information more efficiently. The evolution of IT technology has resulted in an abundance of firms offering specialized business technology services. To design their software and systems, businesses do not require the assistance of an information technology team. Getting IT support is as simple as calling ATT and asking for an installation of a phone line. Professional installers will arrive, set up the equipment, and offer service support.

I also agree that cloud computing has the potential to make a significant impact on the technological landscape. Due to cloud computing, there is no need for people to improve their computer processing speed. Computers are being converted into windows that receive data. These computers’ software is also becoming less significant. The software can also be obtained through the cloud. A computer with a lot of memory isn’t needed anymore because data is processed and stored in the cloud instead. Results from the clouds do not need to be sent directly to computers; they can be displayed after they arrive. As time goes on, we should expect to see huge strides made in cloud computing. Likely, cloud-based software will eventually displace local software in most homes and businesses. High-speed information transmission technology must be improved as a starting point for future advancements. Using cloud-based inventory management software, a company, for example, may keep track of its stock. Database management strategies can be selected and updated online by workers via a website. The vendors will receive the order information automatically through the internet.

Many people have lost their jobs, which has had a negative impact on their social lives. Initially, the information technology industry was dominated by construction and maintenance personnel; however, robots, utility service providers, and integrated hardware-software products have all removed those positions. Unfortunately, the rapidly evolving nature of the IT employment market, as well as the wrenching organizational and psychological reforms required to create a new IT that counts again, calls into question this assertion.

Nuggets of Interesting Information

  • Advancement in IT systems.
  • Importance of cloud computing.
  • Increased use of Automation.
  • Effects of IT on employment.
  • Effective management of companies.
  • Investments in technology.
  • Data processing.
  • They are shifting attitudes in management.
  • Improved data storage systems.
  • Vanishing advantage of IT systems.


Carr, N. G. (2003). IT doesn’t matter. Educause Review, 38, 24-38.

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