Frases de Thomas H. Davenport

Thomas H. Davenport é um autor norte-americano e escreve livros que tratam de sistemas de informação, mais precisamente da gestão da tecnologia da informação. Com 44 anos, tornou-se um dos mais importantes autores norte-americanos.

Trabalhou em setores importantes como: CSC Index, McKinsey e pela Ernst & Young; Universidade de Austin , estando hoje na Escola de Gestão da Universidade de Boston, na qual aceitou a direção do Instituto para a Mudança Estratégica, da Andersen Consulting.

Seus livros abordam temas relacionados principalmente a gestão desses sistemas de informação, mostrando não somente a visão fascinada pelos mesmos, mas sim problemas relacionados à organização desses sistemas, e possíveis soluções. Dessa forma, adquiriu a denominação de um "analista de paradoxos".

Ficou conhecido pelo mundo todo através de seu livro "Information Ecology" , editado pela Universidade de Oxford em 1997, neste o autor trata da gestão da informação sob ponto de vista tradicional, o investimento em novas tecnologias que a maioria das vezes ao invés de solucionar possíveis problemas, acaba por acarretar outros. Davenport foi autor, co-autor e editor de outros treze livros das primeiras obras sobre reengenharia de processos empresarias e sobre agregação de valor utilizando sistemas empresariais.

Escreveu junto com Laurence Prusak o best-seller "Conhecimento Empresarial", que aborda a gestão do conhecimento. É autor de mais de cem artigos para publicações como Harvard Business Review, Sloan Management Review, Califórnia Management Review, Financial Times e entre muitas. Ele também é colunista das revistas CIO, Information Week e Darwin. Em 2003, pela revista Consulting obteve a classificação entre os "25 Melhores Consultores".

Um dos mais recentes livros, "As melhores decisões são sempre as mais difíceis", aborda uma visão inovadora na Tomada de Decisão organizacional. Wikipedia

✵ 17. Outubro 1954

Thomas H. Davenport: 11 citações 0 Curtidas

Thomas H. Davenport: Frases em inglês

“In definitional terms, a process is simply a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action.”

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Thomas H. Davenport

Process Innovation: Reengineering Work through Information Technology, 1993

“James March, a Stanford-based social scientist… is much more a gurus’ guru than a guru to the general public. He finished second on the gurus’ gurus list and 48th on the original list.”

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Thomas H. Davenport

Laurence Prusak, Thomas H. Davenport, "Who Are the Gurus' Gurus," Harvard Business Review Survey, December 2003, p.14–16

“Ultimately, knowledge worker performance comes down to the behaviors of individual knowledge workers.”

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Thomas H. Davenport

Fonte: Thinking for a Living, 2005, p. 111

“Defined simply, innovation is, of course, the introduction of something new. We presume that the purpose of introducing something new into a process is to bring about major, radical change. Process innovation combines a structure for doing work with an orientation to visible and dramatic results. It involves stepping back from a process to inquire into its overall business objective, and then effecting creative and radical change to realize order-of-magnitude improvements in the way that objective is accomplished.”

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Thomas H. Davenport

Process Innovation: Reengineering Work through Information Technology, 1993

“Attention is focused mental engagement on a particular item of information. Items come into our awareness, we attend to a particular item, and then we decide whether to act.”

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Thomas H. Davenport

Thomas H. Davenport and J.C. Beck (2001). The Attention Economy: Understanding the New Currency of Business. Harvard Business School Press. p. 20

“Peter Drucker wasn’t exaggerating when he noted that the fate of advanced economies depends on making knowledge workers more productive. There is no business or economic issue that is more important to our long-term competitiveness and standard of living.”

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Thomas H. Davenport

Fonte: Thinking for a Living, 2005, p.208

“Every decade or so, the business world invents another term for how it extracts managerial and decision-making value from computerized data. In the 1970s the favored term was “decision support systems,” accurately reflecting the importance of a decision-centered approach to data analysis. In the early 80s, “executive information systems” was the preferred nomenclature, which addressed the use of these systems by senior managers. Later in that decade, emphasis shifted to the more technical-sounding “online analytical processing,” or OLAP. The 90s saw the rise of “business intelligence” as a descriptor. In the middle of 2000’s first decade, “analytics” began to come into favor, at least for the more statistical and mathematical forms of data analysis.”

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Thomas H. Davenport

Thomas H. Davenport. The New World of “Business Analytics”. International Institute for Analytics. March 2010

“Knowledge workers have high degrees of expertise, education, or experience, and the primary purpose of their jobs involves the creation, distribution or application of knowledge.”

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Thomas H. Davenport

Fonte: Thinking for a Living, 2005, p. 9

“Companies should have well-defined procedures for dealing with the planned departure of a valued knowledge worker… Unfortunately, the evidence suggests that most firms are moving in the wrong direction on recruitment and retention issues.”

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Thomas H. Davenport

Fonte: Thinking for a Living, 2005, p. 197

“Business process reengineering 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 organizational dimensions”

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Thomas H. Davenport

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

“In definitional terms, a process is simply a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what.”

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Thomas H. Davenport

A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action.
Process Innovation: Reengineering Work through Information Technology, 1993