Process Innovation: Reengineering Work Through Information Technology

Overview


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 a crucial "enabler" of ...
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Overview


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 a crucial "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.
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Editorial Reviews

Sloan Management Review
A rich study of the strategic and operational dimensions of this important business phenomenon.
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Product Details

  • ISBN-13: 9780875843667
  • Publisher: Harvard Business Review Press
  • Publication date: 2/1/1993
  • Pages: 352
  • Product dimensions: 6.44 (w) x 9.49 (h) x 1.30 (d)

Meet the Author


Thomas H. Davenport is the President’s Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business.
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Table of Contents

Preface
Introduction
Ch. 1 The Nature of Process Innovation 1
Pt. I A Framework for Process Innovation
Ch. 2 Selecting Processes for Innovation 27
Ch. 3 Information Technology as an Enabler of Process Innovation 37
Ch. 4 Processes and Information 71
Ch. 5 Organizational and Human Resource Enablers of Process Change 95
Ch. 6 Creating a Process Vision 117
Ch. 7 Understanding and Improving Existing Processes 137
Ch. 8 Designing and Implementing the New Process and Organization 153
Pt. II The Implementation of Innovative Business Processes
Ch. 9 Process Innovation and the Management of Organizational Change 167
Ch. 10 Implementing Process Innovation with Information Technology 199
Pt. III Innovation Strategies for Typical Process Types
Ch. 11 Product and Service Development and Delivery Processes 221
Ch. 12 Customer-Facing Processes 243
Ch. 13 Management Processes 275
Ch. 14 Summary and Conclusions 299
Appendix A: Companies Involved in the Research 309
Appendix B: The Origins of Process Innovation 311
Index 327
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