Thomas Davenport Concepts

The New Ruthless Economy: Work & Power in the Digital Age

by Simon Head · 14 Aug 2003 · 242pp · 245 words

extensive transformation . . . of the technological regime identified with Fordism."5 The leading practitioners of service sector reengineering also used the language of the new workplace. Thomas Davenport wrote of how reengineering created "a more empowered and diversified work force, eliminating levels of hierarchy, creating self-managing work teams, combining jobs and assigning

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are used in the workplace. But has such a revolution really taken place? The use of "new workplace" rhetoric by a leading reengineer such as Thomas Davenport should have given us pause. Similarly, the prevailing view of Japanese production methods espoused by (among others) the MIT and Magaziner Commissions, and the whole

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workplace. Emboldened by the renewal of U.S. mass production at the hands of the Japanese, leading reengineers such as Michael Hammer, James Champy, and Thomas Davenport, along with business consultancies such as Andersen Consulting (now Accenture) and Ernst and Young, all simply applied this industrialism lock, stock, and barrel to the

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angle the performance of an employee or group of employees over a period of hours, days, weeks, or years, with up-to-the-minute analysis. Thomas Davenport has provided a conceptual framework that well illustrates the scale and importance of present-day reengineering.29 The subject matter of reengineeiing remains the business

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draw upon the rhetoric of the "new workplace" to describe this relationship: With reengineering, managers "stop acting like supervisors and become more like coaches." Similarly, Thomas Davenport writes of a "culture of facilitative management," in which "trust is extended whether or not direct management control is now exercised."39 The layoffs of

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major preoccupation of reengineering and the reengineers, and indeed the whole activity of CRM is an integral part of the reengineering movement. In Process Innovation, Thomas Davenport writes that "processes at the customer interface are perhaps the most critical to an organization's success. They are essential to a firm's cash

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of managed care differ from these others in several critical respects. ERP excepted, all the processes we have so far examined have belonged to what Thomas Davenport has called the operational side of a business, the mostly routine activities that are performed by semi- or unskilled workers. There are many such operational

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-consuming. In its 1999 survey of ERP, Deloitte Consulting writes of a "massive change like ERP" that takes "up to four years" to complete.4 Thomas Davenport writes of "the huge investment required to implement [ERP] at large companies—typically ranging from $50 million to more than $500 million."5 The testimony

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. But there is one aspect to the whole ERP phenomenon that has no parallel in the old reengineering. In these new surroundings, the management theorist Thomas Davenport is a helpful guide. As an advocate of reengineering, Davenport has had a somewhat checkered career. In 1993 he produced one of the first textbooks

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processes of ERP need no longer be designed in house, senior managers cannot consult with their employees even if they want to. To his credit, Thomas Davenport makes no attempt to hide any of this, and in his latest reengineering textbook he does not use the misleading rhetoric of employee teamwork, empowerment

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, 1993); Michael Hammer, The Reengineering Revolution (New York, 1995); James Champy, Reengineering Management (New York, 1995); Thomas Davenport, Process Innovation, Reengineering Work through Technology (Cambridge, Mass., 1993). For a discussion of enterprise resource planning (ERP), see Thomas Davenport, Mission Critical, Realizing the Promise of Enterprise Systems (Cambridge, Mass., 2000). See also Financial Times (London

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. Michael Hammer, "Reengineering Work: Don't Automate, Obliterate," Harvard Business Review (July-August 1990): 106. 33. Hammer and Champy, Reengineering the Corporation, p. 93. 34. Thomas Davenport and James E. Short, "The New Industrial Engineering: IT and Process Redesign," Sloane Management Review (Summer 1990): 15. 35. Hammer and Champy, Reengineering the Corporation

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," in Financial Times Survey: E-Business: ERP and Beyond, July 19,2000, p. viii. 4. Deloitte Consulting Report, "ERP's Second Wave," p. 1. 5. Thomas Davenport, "Putting the Enterprise into the Enterprise System," Harvard Business Review (July-August 1998): 126. 6. PA Consulting Group Report, "Unlocking the Value in ERP, Realizing

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but can be obtained from the author at sihead@aol.com. 14. Ibid. 15. Keller and Teufel, SAP R/3 Process-Oriented Implementation, $. 105. 16. Thomas Davenport, "The Fad that Forgot People," Fast Company, November 1995, p. 1. Available at www.fastcompany.com/online/01/ reenging.html. 17

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. Thomas Davenport, Mission Critical, Realizing the Promise of Enterprise Systems (Cambridge, Mass., 2000). 18. Ibid., p. 143; also pp. 137-42. 19. Keller and Teufel, SAP R/

The Battery: How Portable Power Sparked a Technological Revolution

by Henry Schlesinger · 16 Mar 2010 · 336pp · 92,056 words

in laying the foundation of the Smithsonian, ensuring that it would endure. LONG BEFORE HENRY ARRIVED AT the Smithsonian, his work caught the attention of Thomas Davenport, a blacksmith from Brandon, Vermont. Born in 1802 into modest circumstances, Davenport was apprenticed at an early age. The apprenticeship apparently “took,” since he went

Big Data at Work: Dispelling the Myths, Uncovering the Opportunities

by Thomas H. Davenport · 4 Feb 2014

products while driving new and competitive strategies.” — Gary L. Gottlieb, MD, MBA, President and CEO, Partners HealthCare System, Inc.; Professor of Psychiatry, Harvard Medical School “Thomas Davenport has supplied a smart, practical book for anyone looking to unlock the opportunities—and avoid the pitfalls—of big data.” —Rob Bearden, CEO, Hortonworks “Conversational

The Costs of Connection: How Data Is Colonizing Human Life and Appropriating It for Capitalism

by Nick Couldry and Ulises A. Mejias · 19 Aug 2019 · 458pp · 116,832 words

sources has changed the rationale of business while seemingly making “organizations smarter and more productive.” Human beings cannot remain unaffected since, in the words of Thomas Davenport, a leading US analyst of the data business, “Human beings are increasingly sensored,” and “sensor data is here to stay.”11 Sensors can sense all

Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die

by Eric Siegel · 19 Feb 2013 · 502pp · 107,657 words

sell pretty much the same thing and act in pretty much the same ways. To stand above the crowd, where can a company turn? As Thomas Davenport and Jeanne Harris put it in Competing on Analytics: The New Science of Winning, “At a time when companies in many industries offer similar products

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Sauce,” TEDTalks Online. www.ted.com/talks/malcolm_gladwell_on_spaghetti_sauce.html. Video file: www.ted.com/talks, February 2006. Davenport and Harris quote: Thomas Davenport and Jeanne Harris, Competing on Analytics: The New Science of Winning (Harvard Business School Press, 2007). “Survey results have in fact shown that a tougher

Machine, Platform, Crowd: Harnessing Our Digital Future

by Andrew McAfee and Erik Brynjolfsson · 26 Jun 2017 · 472pp · 117,093 words

chapter. In many cases, therefore, it’s a good idea to have a person check the computer’s decisions to make sure they make sense. Thomas Davenport, a longtime scholar of analytics and technology, calls this taking a “look out of the window.” The phrase is not simply an evocative metaphor. It

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Press, 1954). 54 “distinct, unanticipated factors”: Ibid. 54 “look out of the window”: Stuart Lauchlan, “SPSS Directions: Thomas Davenport on Competing through Analytics,” MyCustomer, May 14, 2007, http://www.mycustomer.com/marketing/strategy/spss-directions-thomas-davenport-on-competing-through-analytics. 55 This practice earned the company: “Uber ‘Truly Sorry’ for Price Surge during

More From Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources – and What Happens Next

by Andrew McAfee · 30 Sep 2019 · 372pp · 94,153 words

company that became Daimler-Benz, the home of Mercedes. Electric power started small, got big, then shrank again. In 1837 the Vermont blacksmith and tinkerer Thomas Davenport received a US patent for an “Improvement in Propelling Machinery by Magnetism and Electro-Magnetism.” We now call such devices for propelling machinery motors. Unfortunately

Keeping Up With the Quants: Your Guide to Understanding and Using Analytics

by Thomas H. Davenport and Jinho Kim · 10 Jun 2013 · 204pp · 58,565 words

data mining. Also, time series analysis, a specific statistical technique for analyzing data that varies over time, is common to both statistics and forecasting. a. Thomas Davenport and Jeanne G. Harris, Competing on Analytics (Boston: Harvard Business School Press, 2007), 7. * * * The type of transactional data mentioned above for human resource decisions

Strategy: A History

by Lawrence Freedman · 31 Oct 2013 · 1,073pp · 314,528 words

to do “what other managers in your industry thought to be impossible.” They would not only “thrive” but would also “literally redefine the industry.”27 Thomas Davenport, who had been director of research at the Boston-based Index Group, which was eventually turned into the CSC Index, was one of those closely

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Studies 35, no. 4 (July 1991): 419–441. 19. Michael Hammer, “Reengineering Work: Don’t Automate, Obliterate,” Harvard Business Review, July/August 1990, 104. 20. Thomas Davenport and James Short, “The New Industrial Engineering: Information Technology and Business Process Redesign,” Sloan Management Review, Summer 1990; Keith Grint, “Reengineering History: Social Resonances and

Radical Uncertainty: Decision-Making for an Unknowable Future

by Mervyn King and John Kay · 5 Mar 2020 · 807pp · 154,435 words

was common to analysing spacecraft in Houston, fish stocks in Newfoundland, trams in Edinburgh and migration in Europe. Sadly, the misuse is widespread and continues. Thomas Davenport and Brook Manville constructed a series of case studies on how good decisions had been made in large organisations. 24 They begin with an analysis