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IT DOES MATTER Noted Economist, John Browning once wrote: "Infor mation technology is no longer a business resource; it is the business environment." His statement is not far from truth. Ongoing advances in IT, a long with increasing global competition, are adding complexity and uncertainty to the organizational environment. One of the most widely discussed area in recent business literature is that of new organizational network structures that hold the promise of survival and growth in an environment of ever-increasing complexity. Although computer technology has been used primarily to automate paperwork, we have entered an er a in which information availability and new communication processes are having a significant impact on corporate life. Let's examine different perspective s, starting with the view that any skepticism directed at IT is deserved. According to some folks, business was conducted very well and with some precision before IT was even a dream. Business is about relationships, and relationships are lived and realized through human contact. The hearts and minds of employees are the assets and all things external to them are far less relevant. Further, as Nicholas Carr suggests, IT is a commodity and confers no comparative advantage, and therefore doesn't matter. In a capitalist enterprise, not mattering is equivalent to being scorned. Finally, IT doesn't make money for the company. In fact, the situation is worse than making no money; the components of IT—computers, servers, software, and IT pros—cost money. Since companies are in business to make money, IT therefore should be viewed with some suspicion.  These arguments are fairly easy to deflect, however. Yes, business is about humans, but it's not only about humans. It's also about what they make, where they go, how they interact, and how quickly they do all of this. The role IT plays in these areas is unambiguous. Is IT a commodity? Not exactly! Though some of the pieces may be fungible, the whole certainly is not. Have you ever worked for or with a company that didn't do IT well? If so, you know that good IT may not be sufficient for a great business, but it sure is necessary. Finally, it is a mistake to think that the "last mile transaction" is the only step that matters in the process of making money. That step can't happen without a whole lot of preliminary effort. IT constitutes majority of this preliminary effort. Moreover, e- commerce has emerged as a core means of transaction and, without IT, there is no e-commerce. Now, what about the idea that the lack of respect for IT is a function of lack of knowledge, or worse? You could argue that it's the

Why IT Does Matter

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very skill of IT organization that's the problem. Enterprises aregeographically dispersed, as are their customers and partners. ITallows them all to communicate and transact with amazing speed andclarity and, in this way, is a fundamental enabler of business. The ideathat IT has no value because it doesn't produce money is disingenuous

—ultimately that idea dismisses every single thing that actuallyenables sales to happen. Because IT is so much part of theinfrastructure in many industries, it is considered a given and thereforeaccorded no respect. It's to the credit of most IT organizations, of course, that they are invisible to the end user. That fact shouldengender reward, not disdain. You might as well question the value of the building the business is quartered in or the desks people sit at.Does this perspective result from competition among various parts of the organization, or from lack of vision? No matter; those who cannotsee how other parts of the body economic contribute to the whole aresimply being petty. Technology has opened up new markets, new

products, new services and efficient delivery channels for the bankingindustry. Online electronics banking, mobile banking and internetbanking are just a few examples. Information Technology has alsoprovided banking industry with the wherewithal to deal with thechallenges the new economy poses. Information technology has beenthe cornerstone of recent financial sector reforms aimed at increasingthe speed and reliability of financial operations and of initiatives tostrengthen the banking sector.

 The IT revolution has set the stage for unprecedented increase infinancial activity across the globe. The progress of technology and the

development of world wide networks have significantly reduced thecost of global funds transfer.It is information technology which enables banks in meeting such highexpectations of the customers who are more demanding and are alsomore techno-savvy compared to their counterparts of the yester years. They demand IT provides instant, anytime and anywhere bankingfacilities. IT has been providing solutions to banks to take care of theiraccounting and back office requirements. This has, however, nowgiven way to large scale usage in services aimed at the customer of the banks. IT also facilitates the introduction of new delivery channels--in the form of Automated Teller Machines, Net Banking, Mobile Banking

and the like. Further, IT deployment has assumed such high levels thatit is no longer possible for banks to manage their IT implementationson a standalone basis with IT revolution, banks are increasinglyinterconnecting their computer systems not only across branches in acity but also to other geographic locations with high-speed networkinfrastructure, and setting up local area and wide area networks andconnecting them to the Internet. As a result, information systems andnetworks are now exposed to a growing number.

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