CHAPTER TWELVE

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The Information Executives Need Today

EVER SINCE THE NEW data-processing tools first emerged thirty or forty years ago, businesspeople have both overrated and underrated the importance of information in the organization. We—and I include myself—overrated the possibilities to the point where we talked of computer-generated “business models that could make decisions and might even be able to run much of the business.” But we also grossly underrated the new tools; we saw in them the means to do better what executives were already doing to manage their organizations.

Nobody talks of business models making economic decisions anymore. ...

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