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.
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 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 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 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 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 […]