FROM THE CIO POINT OF VIEW: THE “IT DOESN’T MATTER” DEBATE Larry DeJarnett The Lamar Group larry.dejarnett@thelamargroup.com Robert Laskey Revelation 360 bob@revelation360.com H. Edgar Trainor Paramount Pictures ed.trainor@paramount.com EDITOR’S FOREWORD This article differs from all the articles CAIS published previously in that it is a debate on the nature of IT written by practitioners from three different points of view. It deals with IT Doesn’t Matter, a polemic written by Nicholas Carr, then
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that reduces risk by allocating investments among various financial instruments, industries and other categories. It aims to maximize return by investing in different areas that would each react differently to the same event. Although diversification does not guarantee against loss it is the most important component of reaching long-range financial goals while minimizing risk (investopia.com). Simply put, diversification can reduce risk. Using diversification as a strategy will help to develop a business
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and the author of The Fifth Discipline and The Necessary Revolution, spoke with HBR senior editor Steven Prokesch about the challenge of leading organizations at a time when their supply chains need to be radically transformed. HBR: What does it take for an organization to get serious about issues like water, energy, and waste in its supply chain? Senge: It starts to get real when people believe these matters are strategic—that they will shape the future of the business. I use the word “sustainability”
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www.hbr.org HBR SPOTLIGHT Strategy and Society The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer • Reprint R0612D HBR SPOTLIGHT Strategy and Society The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer COPYRIGHT © 2006 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Governments, activists, and the media have become adept at
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“IT Doesn’t Matter” by Nicholas Carr 2003년 5월에 발표된 “IT Doesn’t Matter”에서 정보통신이 사업상 전략차별화에 미치는 영향에 관하여 저자, Nicholas Carr가 내놓은 견해는 많은 논란과 찬반양론을 불러일으켰다. 본 HBR 발간지에서, Carr은 정보통신이 갈수록 흔해지고 사업상 사용도가 보편화됨에 따라, 사업상 전략 차별화를 할 수 있는 능력이 이제는 무효하고 부가가치를 더 이상 창출하지 않는다고 주장하였다. 이에 따라, 정보통신을 하나의 상품으로 다루고, 이에 대한 상품에 아낌없는 투자를 함으로써 사업적 차별화를 바라지 말 것을 권고했다. 1800년도 초에 일어난 산업혁명에서의 가장 각광받았던 기술인 철로나 전력 같은 사회기반시설이 처음에는 독점기술로 시작했지만 40년이 지나고 모두가 직접 접근 할 수 있으면서부터 상품화되기 시작했고, 이와 같이 정보통신도 같은 길을 걷고 있으므로, 정보통신에 대한 투자에 한해서는 후발주자가
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Growing Pains by Robert D. Nicoson “I’m challenged and motivated where I am, and I like the company. You know that. But I’ve got to say I’m interested in the opportunity you’re describing because of the money and the equity position. For those reasons alone, it’s tough to pass by. Let me think about it some more and call you in the morning. Thanks, Les.” That was the extent of the conversation Cyrus Maher, CEO of Waterway Industries, overheard when he came around the corner just outside of Lee
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HBR SPOTLIGHT Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up-and how to build on your intangible strengths. Capitalizing on Capabilities by Dave Ulrich and Norm Smallwood they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you'll discover that few know
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A whistle-blower’s lawsuit alerts Galvatrens to deep flaws in its system for uncovering misconduct. How should management and the board respond? HBR CASE STUDY Why Didn’t We Know? by Ralph Hasson COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. It was 9:30 in the evening of what had been a very long Friday when the phone rang in Chip Brownlee’s home study. On the line was Arch Carter, the lead director of Galvatrens, the Houston-based consumer products company
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13/06/2011 Four Rules for Effective Negotiations … Harvard Business Publishing | For Educators | For Corporate Buyers | Visit Harvard Business School FOLLOW HBR: Register today and save 20%* off your first order! Details Subscribe Sign in / Register My Account Anthony Tjan On: Entrepreneurship, Strategy, Managing yourself Anthony Tjan Anthony Tjan is CEO, Managing Partner and Founder of the venture capital firm Cue Ball. An entrepreneur, investor, and senior advisor, Tjan
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and delis, which sold single-serving refrigerated beverages consumed on the premises. Small as the individual distributors were, they aggregated into a mighty marketing force. But replicating Gatorade’s success was more than an objective—it was a matter of corporate survival. With only one brand in its beverage portfolio, Quaker was at a serious disadvantage to larger players that could use their broader lineups to capture economies of scale. To stave off acquisition by one of those larger competitors
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