How to Compete When IT Is Abundant
by Aaron Levie | 11:00 AM June 26, 2013
“You only gain an edge over rivals by having or doing something that they can’t have or do,” wrote Nicholas Carr ten years ago in his controversial HBR article, “IT Doesn’t Matter.”
Carr predicted that an organization’s ability to compete through investing in information technology was about to change dramatically. When “the core functions of IT — data storage, data processing, and data transport — have become available and affordable to all,” he wrote, IT would cease to be a source of competitive advantage.
This was not yet reality at the time of Carr’s article. The IT boom of the 1980s and early ’90s had brought information technology to the corporate masses, unleashing the first full-scale technology revolution in the enterprise. To stay competitive, businesses rapidly embraced PCs, and the subsequent transition to the client/server era.
The original IT department was formed to centralize a unique expertise that could purchase, implement, and manage technology in the enterprise. And given the complexities involved in building up competitive IT weaponry, businesses won by out-spending and out-resourcing their opponents. Only the largest of enterprises could afford the best technologies, and even for those with the largest bank accounts, IT strategies were limited to basics like CRM, ERP, or email.
Today, though, Carr’s prediction is coming true. We’re in the early days of yet another seismic shift in IT, this time driven by mobile devices, the cloud, and a demand for technology experiences that match the simplicity of the consumer world. We are moving abruptly from an era of IT scarcity to one of abundance.
This end of IT scarcity begs an interesting and important question. How do companies differentiate in a world where access to technology is no longer a competitive advantage? Read more of this post