«применение современных информационно коммуникационных технологий в проведении реформ в новом узбекистане»


«Yangi O‘zbekistonda islohotlarni amalga oshirishda zamonaviy axborot-kommunikatsiya



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«Yangi O‘zbekistonda islohotlarni amalga oshirishda zamonaviy axborot-kommunikatsiya 
texnologiyalaridan foydalanish» mavzusida Xalqaro ilmiy-amaliy konferentsiya 
Andijon 
 
27-29 oktabr 2021 yil 
464 
IS can lead to higher quality products that are delivered faster or cheaper. 
Similarly, at no additional cost, existing products can be customized to customer 
requirements. Some companies may combine one or more benefits. They need to 
ask themselves the question, can they join an electronic support group with a product 
to add value to the consumer’s eye? This can sometimes be done at no additional 
cost, as in the diagnosis of an online car failure, as mentioned above. 
Sometimes the information available in a company can be combined or 
collected for profit. For example, Data Resources, Inc., a large econometric 
subsidiary of McGraw-Hill. Introduced a new product called Visilink, which for the 
first time allowed PC owners to use the DRI econometric database and get the 
information they needed. This service has significantly expanded the attractiveness 
of DRI and allowed it to reach many small businesses and individuals who are 
unaware of DRI or have not previously used DRI services. Similarly, software 
designed to support a product may be of commercial importance. 
Achieving benefits requires extensive management of information security 
and user communication, as well as imagination. The process is complicated by the 
fact that many information security products are strategic, although the potential 
benefits are very subjective and difficult to test. Often, top management pays too 
much attention to ROI, which can focus on narrow, clearly defined goals rather than 
broader strategic opportunities that are more difficult to analyze. 
Senior executives and information system managers of a number of 
organizations imagined their systems as a strategic network and concluded that their 
company or business unit was located in the support quadrant or factory quadrant 
(see Exhibit I). They changed the states, organization and planning of events 
accordingly [3]. Such a classification may be incorrect, both as a result of abrupt 
changes in the characteristics of information security technology and as a result of 
the evolution of competitive conditions. For example, under the new conditions, the 
distributor’s competitor, described in the first paragraph, was satisfied with its 
position in the field of support. The company didn’t realize what was going on until 
it was too late. It’s hard and expensive to play the game here. 

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