Ques:Read the below Article and Prepare a summary in three pages

. IT Doesnot Matter by Nicholas G Carr As information technoiogy's power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically. IN 1968, ayoung Intel engineernamed Ted Hoff found a way to put the circuits necessary for cAs information technoiogy's power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically IN 1968, ayoung Intel engineernamed Ted Hoff found a way to put the circuits necessary for computer processing onto a tiny piece of silicon. His invention ofthe microprocessor spurred a series of technological breakthroughsdesktop computers, local and wide area networks, enterprise software, and the Internet-that have transformed the business world. Today, no one wouid dispute that information technology has become the backbone of commerce. It underpins the operations of individual companies, ties together far-flung suppiy chains, and, increasingly, links businesses to the customers they serve. Hardly a dollar or a euro changes hands anymore without the aid of computer systems. As IT'S power and presence have expanded, companies have come to view it as a resource ever more critical to their success, a fact clearly reflected in their spending habits. In 1965, according to a study by the U.S. Department of Commerce's Bureau of Economic Analysis, less than 5% ofthe capital expenditures of American companies went to information technology. After the introduction of the persona] computer in the early 1980s, that percentage rose to 15%. By the early 1990s, it had reached more than 30%, and by the end ofthe decade it had hit nearly 50%. Even with the recent sluggishness in technology spending, businesses around the world continue to spend well over $2 trillion a year on IT. But the veneration of IT goes much deeper than dollars. It is evident as well in the shifting attitudes of top managers. TXventy years ago, most executives looked down on computers as proletarian tools - glorified typewriters and MAY 2003 41 HBR AT LARGE IT Doesn't Matter calculators-best relegated to low level employees like secretaries, analysts, and technicians. It was the rare executive who would let his fingers touch a keyboard, much less incorporate information technology into his strategic thinking. Today, that has changed completely. Chief executives now routinely talk aboutthe strategic value of information technology, about how they can use IT to gain a competitive edge, about the "digitization" of their business models. Most have appointed chief information officers to their senior management teams, and many have hired strategy consulting firnis to provide fresh ideas on how to leverage their IT investments for differentiation and advantage. Behind the change in thinking lies a simple assumption: that as lT's potency and ubiquity have increased, so too has its strategic vaiue. It's a reasonable assumption, even an intuitive one. But it's mistaken. What maj