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Searching... | 30000002570970 | HC79.I55 D37 1993 | Open Access Book | Book | Searching... |
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Summary
Summary
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 innovation's dramatic results is information technology--a largely untapped resource, but acrucial "enabler" of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's 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.
Author Notes
Thomas H. Davenport is the President's Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business.
Reviews 1
Choice Review
Davenport tells us that process innovation "combines the adoption of a process view of the business with the application of innovation to key processes." The author bases his analyses on data collected from major firms in North America, Europe, Latin America, and Japan. He argues persuasively that the business decision to implement information technology is likely to prove unfortunate unless a careful study of organizational processes is first undertaken to understand how information technology enables process improvement and innovation. The goal of process innovation is to achieve major reductions in process cost or time, or major improvements in quality, flexibiity, service levels, or other business objectives. The latter part of the book covers innovative strategies for typical process types including product and service development and delivery processes, customer-facing processes, and management processes. The book includes an interesting appendix on the origins of process innovation and a detailed index. Intelligently presented and well-written, this volume is recommended for advanced undergraduates; graduate students; and business professionals. E. J. Szewczak; Canisius College
