IT Doesn’t matter Essay

If a company needs try out of the kind of money that might be saved, it need only look at Microsofts lucre margin Excerpts from a companys strategy document the company forget ensure that it allow for feed at least 2 plug points in each room with AC connection. The switches will be white in color and will put up a click sound on pressing Press to hear the click sound Disclaimer We all agree to the fact that IT plays a crucial role in running an organisation. All that we ar driving at is that the existence of IT does non grant a competitive advantage to a company, any moreIn other words, IT lets you remain in the race, Winning is a totally different ball game altogether The (lost) Edge Can IT proffer an edge for you? You only gain an edge over rivals by having or doing something that they rout outt wee-wee or do. By now, the core functions of IT data storage, data processing, and data transfer have become gettable and affordable to all. And hence they argon be coming costs of doing bloodline that must be paid by all entirely provide distinction to noneRisk Advantage When a resource becomes indwelling to competition but inconsequential to strategy, the risks it creates become more important than the advantages it provides Lets classify technologies into Proprietary technologies Infrastructural technologies. Proprietary technologies can be owned, actually or effectively, by a single company. Infrastructural technologies, in contrast, offer far more value when sh atomic number 18d IT has all the hallmarks of an infrastructural technology. Its mix of characteristics guarantees particularly rapid commoditization. IT is, first of all, a transport instrumentit carries digital information just as railroads carry goods and power grids carry electricity. And like any transport mechanism, it is far more valuable when shared than when used in isolation Hence the technologys potential for differentiating one company from the pack its str ategic potential declines as it becomes accessible and affordable to all. mainframe timesharing local area networks Ethernet networks Internet Each stage in the above progression has led to greater standardization of the technology and hence greater homogenization of its functionality. The benefits of customization would be overwhelmed by the costs of isolation. Because most business activities and processes have come to be embedded in software, they become replicable Both the cost savings and the interoperability benefits make the sacrifice of distinctiveness unavoidable The arrival of the Internet has accelerated the commoditization of IT by providing a perfect saving channel for generic applicationsSigns that the IT has reached Saturation First, ITs power is outstripping most of the business needs it fulfills. Second, the price of intrinsic IT functionality has dropped to the point where it is more or less affordable to all. Third, the capacity of the universal distributi on network (the Internet) has caught up with demand indeed, we already have considerably more fiber-optic capacity than we need. Fourth, IT vendors are rushing to jell themselves as commodity suppliers or even as utilities.Finally, and most definitively, the investment bubble has burst, which historically has been a clear indication that an infrastructural technology is reaching the end of its buildout. Do the Right Thing The operational risks associated with IT are many technical glitches, obsolescence, service outages, unreliable vendors or partners, security breaches, even terrorismand some have become magnified as companies have moved from tightly controlled, proprietary systems to open, shared ones.IT may be a commodity, and its costs may fall rapidly enough to ensure that any new capabilities are quickly shared, but the very fact that it is entwined with so many business functions means that it will slide by to consume a large portion of corporate spending. IT buyers shou ld throw their weight around, to negotiate contracts that ensure the broad term usefulness of their PC investments and impose hard limits on upgrade costs. And if vendors balk, companies should be willing to explore cheaper solutions, including open-source applications and bare-bones network PCs.Most of the major business technology vendors, from Microsoft to IBM, are trying to position themselves as IT utilities, companies that will control the provision of a diverse range of business applications over what is now called, the grid. The offspring is ever greater homogenization of IT capabilities, as more companies replace customized applications with generic ones. Wal-Mart and Dell Computer are exceptions to this though. In2002, the consulting firm Alinean compared the IT expenditures and the financialresults of 7,500 large U. S. companies The 25 companies that delivered the highest economic returns, spent on average just 0. 8% of their revenues on IT, while the typical company spent 3. 7%. Larry Ellison, one of the great technology salesmen, admitted in a recent interview that most companies spend too much on IT and get very midget in return. The key to success, for the vast majority of companies, is no longer to seek advantage aggressively but to manage costs and risks meticulously. Thank You