The movement away from seeing IT as a supporting activity is challenging the view of M. E. Porter (Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, 1985) and his description of the value chain within an organization. Whereas the value chain is still valid in its concept, the role of technology has entered what Porter terms “primary activities” and so is moving away from a clearly delineated supporting function that can be isolated and marginalized towards becoming an intrinsic part of the fabric of the organization. However, managing this newly integrated enabler of business activity is where the difficulties will surface. If cost reduction is a driver, then some will opt to separate the operational management and divorce it from IT activities. Others will embrace software as a vehicle to drive change and embrace new ways of managing IT.