Process Innovations: Modelling in Moderation

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.”

Tom Davenport

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.
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