James A. Champy
James (Jim) A. Champy ( * 1942 in Lawrence, Massachusetts) is a leading American management thought leaders in the fields of business reengineering ( Business Process Optimization ), organizational change and corporate restructuring. He advises the top management of multinational companies that are looking for ways to improve the company's performance. His consulting approach is based on helping managers to improve business results on four different but yet overlapping areas: corporate strategy, leadership and business processes, organizational development and organizational change and information technology.
Career
Studies and PhD
In 1959 he began studying architecture at MIT Massachusetts Institute of Technology. But soon replaced Champy - not least with a view to his father's construction company - the course and acquires both a bachelor's and a master's degree in civil engineering. Champy 's father ran a building firm in Lawrence. Champy first studied architecture in 1959 at MIT Massachusetts Institute of Technology, but then moved into the field of civil engineering and received the degree of BS in 1963 and the M. S. in Civil Engineering in 1965 at MIT. In 1968 he claimed to have studied for broadening horizons now law, received his doctorate in this field (JD) from Boston College Law School and acquired the license to practice law.
Founder, Manager and Chief Executive Officer
Back in Lawrence and in his father's company, he noticed that despite studies lack of knowledge of practical business management and followed the call of his former MIT classmates Tom Gerrity, around 1969, two other MIT graduates and $ 1,500 starting capital to start with it, the consulting agency indexing system. After the death of his father, he cares about the settlement of the parental company.
Champy 1974 goes back to MIT. He is a lecturer, alumni manager and editor of the university newspaper. Index grows ever stronger. Champy in 1978 at the request of the vice president of Gerrity index. Index reached a turnover of more than USD 200 million. 1988 index is then taken over by the IT consulting and services company Computer Sciences Corporation. Champy is chairman and CEO of CSC Index. 1992 are Champy together with the MIT professor Michael Hammer, the book business reengineering out (see below), the positive effect within a short time on the CSC sales, rising from 70 million to more than $ 500 million. Has After CSC Index in 1996 lost by a merger entrepreneurial independence, leaves Champy the company and takes over as chairman (until 2010) to head the advisory area ( to November 2009) of Perot Systems, an international IT service provider (later Dell Service ). Since May 19, 2003 Champy Director and Member of Nominating & Corporate Governance Committee, the semiconductor manufacturer Analog Devices Inc..
Champy is currently led by Forbes as a research associate at Harvard Business School.
Reengineering pioneer and author of the bestselling business reengineering
Champy developed as a leading head the popular particularly in the 1990s, so-called Reegineering concept and together with Michael Hammer published the bestseller business reengineering. Hammer had a professor at MIT, the theoretical foundations on the basis of his studies on new technologies in the work processes of enterprises (1984-1989: "Management in the Nineties " ) was developed. Business Reengineering Published in 15 languages , is more than a year listed on the bestseller list of the New York Times and is a worldwide success. There are more than 2.5 million copies sold (2007). The business magazine Forbes rated it as one of the three most important management books of the last decade.
The authors have contributed with their book to the fact that the reengineering concept was conceived not only to streamline internal organization business processes, but as a " comprehensive recipe for the revolutionary transformation of the company ." It is only important to design the future optimally and " to throw conventional wisdom and traditional assumptions about the past overboard ," says Champy. " Start with a clean sheet of paper " is Champy 's Reengineering credo: " It is time that we stop the beaten paths. Instead of embedding outdated processes in silicon and software, we should eliminate them and start anew. " Champy 's concept is so dominated the Japanese model of continuous improvement diametrically opposed.
The aim of the concept is the significant improvement of cost structure, quality, service and speed, thereby improving the company's performance overall. Organizations should be to focus on their core processes, they first analyze basic, then make as lean and efficient and from peripheral processes (and their employees ) separate. In the radical transformation of all processes to include an organization, in particular the management, Champy as a major obstacle to the re-engineering accounted for. Champy summed up the fact that " it's time for the reengineering of the Manager". He concludes that " business re-engineering without a radical change is equivalent to the actual management practices, the introduction of the free market economy in a Communist-controlled economic system in which the old guard continue to cling to power ." The practical implementation of his concept is considered very difficult. One criticism is that the concept of ignoring the existing corporate development and by definition technocratic and inhuman anmute. Under the guise of re-engineering many companies took advantage of the concept of comprehensive downsizing measures.
More Books
Champy is co-author of the book Reengineering the Corporation that made it to the bestseller list of the New York Times. His next book Reengineering Management also became a bestseller and was described by the business magazine Business Week as one of the best books of the year 1995. His next book, The Arc of Ambition wrote Champy along with the Harvard professor Nitin Nohria. Champy worked with Nohria for the book Fast Forward together, a collection of significant Harvard Business Review article on the topic of change; it was released in March 1996. His next book, X - Engineering the Corporation, Reinventing Your Business in the Digital Age, was published in 2002. In this work, Champy shows on the opportunities and challenges of inter-organizational process design and collaboration. In 2008, Champy 's book Outsmart! How To Do What Your Competitors Can not published. Outsmart! covers many surprising and unconventional experiences of companies that have made due to new or changing business models extraordinarily high growth rates. The second book Inspire! Why Customers Come Back includes eight short case studies showing how companies can be successful if they inspire their customers to be bound by them for a long time. The examples show creative ideas and examine how companies can directly affect with its vision and its mission to sales success. Outsmart! and Inspire! are both part of a management book series to new business models, the Champy for Financial Times Press writes. His third book of this series will Deliver! How to Be Fast, Flawless, and Frugal. be. Champy 's book, Reengineering Health Care A Manifesto for Radically Rethinking Health Care Delivery, has also been published in June 2010 Financial Times Press.
Others
Champy is a lifetime member of the Advisory Board of the MIT Corporation, Massachusetts Institute of Technology's and serves on the board of the Boston College Law School at.