Process Innovations: Process vs. Culture: Which Sweeping Generalization is Correct? Tom Davenport reports on hearing two executives propose alternate views of what’s really important. One says its culture. The other says a new process can change a culture. Tom provides us with his view on this important dichotomy.
Tom Davenport
Tom Davenport holds the President’s Chair in Information Technology and Management at Babson College, and is an Accenture Fellow. He is also Academic Director of the Information Work Productivity Council, a consortium of technology firms that is jointly researching information work productivity. He is a widely published author and acclaimed speaker on the topics of information and knowledge management, reengineering, enterprise systems, and electronic business and markets. He has a Ph.D. from Harvard University in organizational behavior and has taught at the Harvard Business School, the University of Chicago, Dartmouth’s Tuck School of Business, and the University of Texas at Austin. He was previously Executive Director of the Accenture Institute for Strategic Change, and also directed research at several other consulting firms.
Tom’s latest book – coauthored with Larry Prusak – is What’s the Big Idea? (Harvard Business School Press), which describes how organizations find, modify, and implement new management ideas to improve their performance. Prior to this, Tom wrote, co-authored or edited nine other books, including the first books on business process reengineering, knowledge management, attention in business, and enterprise systems management. He has written over 100 articles for such publications as Harvard Business Review, Sloan Management Review, California Management Review, the Financial Times, and many other publications. Tom has also been a columnist for CIO, InformationWeek, and Darwin magazines. In 2003 he was named one of the world’s “Top 25 Consultants” by Consulting magazine.
Process Innovations: Process vs. Culture: Which Sweeping Generalization is Correct?
December 7, 2004 , By
Process Innovations: The Missing Middle in Process Management
September 7, 2004 , By
Process Innovations: The Missing Middle in Process Management Tom Davenport argues that companies that really aspire to process excellence need to focus on the middle. Too often, business executives know what they want, and IT knows what it can do, but somehow the two groups never manage to communicate. Its process that provides the language […]
Process Innovations: Modelling in Moderation
June 1, 2004 , By
Process Innovations: Modelling in Moderation Tom Davenport provides a brief history of enterprise modeling efforts and urges readers not to repeat the mistakes of the past, and to “model in moderation.”
Process Innovations: When the Inmates Run the Asylum
May 1, 2004 , By
Process Innovations: When the Inmates Run the Asylum This month Tom Davenport consider why mainstream process management rarely addresses processes performed by knowledge works, but suggests that we should, since these processes are critical to the success of organizations and economies.
Process Innovations: Attending to Processes
March 2, 2004 , By
Process Innovations: Attending to Processes This month Tom Davenport suggests that the success or failure of an organization’s business process management efforts are largely a function of whether or not they focus their attention on it. He offers some thoughts on why business processes may not be receiving the attention required for success and urges […]
Process Innovations: A Catholic Approach to Process Management
February 3, 2004 , By
Process Innovations: A Catholic Approach to Process Management This month we add a new columnist, Tom Davenport, one of the guru’s who stimulated all the interest in business process change in the early Nineties and later championed the move to ERP systems. In his first column, Davenport talks about the variety of business process approaches […]
