Thomas H. Davenport - Process innovation: reengineering work through information technology
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Process innovation: reengineering work through information technology
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The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovations dramatic results is information technology--a largely untapped resource, but a crucial enabler of process innovation. In turn, only a challenge like process innovation affords maximum use of information technologys potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.
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Process Innovation : Reengineering Work Through Information Technology
author
:
Davenport, Thomas H.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875843662
print isbn13
:
9780875843667
ebook isbn13
:
9780585091112
language
:
English
subject
Information technology, Technological innovations, Organizational change, Production engineering, Reengineering (Management)
publication date
:
1993
lcc
:
HC79.I55D37 1993eb
ddc
:
338/.064
subject
:
Information technology, Technological innovations, Organizational change, Production engineering, Reengineering (Management)
Process Innovation
Reengineering Work through Information Technology
Thomas H. Davenport Ernst & Young Center for Information Technology and Strategy
Harvard Business School Press Boston, Massachusetts
1993 by Ernst & Young
All rights reserved
Printed in the United States of America
95 96 97 10
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Text design by Wilson Graphics & Design (Kenneth J. Wilson)
Library of Congress Cataloging-in-Publication Data
Davenport, Thomas H., 1954 Process innovation: reengineering work through information technology / Thomas H. Davenport. p. cm. Includes bibliographical references and index. ISBN 0-87584-366-2 (acid-free paper) 1. Information technology. 2. Technological innovations. 3. Organizational change. 4. Production engineering. I. Title. HC79.I55D37 199392-21959 338'.064dc20CIP
To my parents, with gratitude for their childrearing processes
CONTENTS
Preface
ix
Introduction
Chapter 1 The Nature of Process Innovation
1
Part I A Framework for Process Innovation
Chapter 2 Selecting Processes for Innovation
27
Chapter 3 Information Technology as an Enabler of Process Innovation
37
Chapter 4 Processes and Information
71
Chapter 5 Organizational and Human Resource Enablers of Process Change
95
Chapter 6 Creating a Process Vision
117
Chapter 7 Understanding and Improving Existing Processes
137
Chapter 8 Designing and Implementing the New Process and Organization
153
Part II The Implementation of Innovative Business Processes
Chapter 9 Process Innovation and the Management of Organizational Change
167
Chapter 10 Implementing Process Innovation with Information Technology
199
Part III Innovation Strategies for Typical Process Types
Chapter 11 Product and Service Development and Delivery Processes
221
Chapter 12 Customer-Facing Processes
243
Chapter 13 Management Processes
275
Chapter 14 Summary and Conclusions
299
Appendix A Companies Involved in the Research
309
Appendix B The Origins of Process Innovation
311
Index
327
Page ix
PREFACE
Among the technology-oriented consultants and business academics with whom I associated in the mid- to late 1980s, there was a general sense of great opportunity in the air. The opportunity was to apply information technology to the redesign of business processes. None of us knew exactly what this meant, but occasionally we would find a pioneering company that seemed to have tried it.
Jim Short (then of MIT, now at London Business School) and I decided to capture the efforts of these companies, and some general principles about what worked and what didn't, in an article. It took us a couple of years to find enough examples of process redesign (as we called it then) to make a good article. By the time it was published by Sloan Management Review
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