Process Innovation: Reengineering Work Through Information Technology

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Harvard Business Press, 24.02.1993 - 352 Seiten
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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 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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Inhalt

A FRAMEWORK FOR PROCESS INNOVATION
23
Innovation
37
Processes and Information
71
Organizational and Human Resource Enablers
95
Creating a Process Vision
117
Understanding and Improving Existing
137
Designing and Implementing the New Process
153
THE IMPLEMENTATION OF INNOVATIVE
165
Implementing Process Innovation with Information
199
INNOVATION STRATEGIES FOR TYPICAL
219
CustomerFacing Processes
243
Management Processes
275
Summary and Conclusions
299
Appendix A Companies Involved in the Research
309
Index
327

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Beliebte Passagen

Seite 7 - In definitional terms, a process is simply a structured, measured set of activities designed to produce a specified output for a particular customer or market.
Seite 327 - Elton Mayo, The Human Problems of an Industrial Civilization (New York: Macmillan, 1933); FJ Roethlisberger and William J.
Seite 3 - Objectives of 5% or 10% improvement in all business processes each year must give way to efforts to achieve 50%, 100% or even higher improvement levels in a few key processes. Today, firms must seek not fractional, but multiplicative levels of improvement - lOx rather 10%.
Seite 3 - Davenport (1993a, p. 1): process innovation combines the adoption of a process view of the business with the application of innovation to key processes.
Seite 4 - The term process innovation encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organisational dimensions

Über den Autor (1993)

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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