Jim Champy

Jim Champy is a business consultant and a best-selling author. Most recently, Mr. Champy was Chairman Emeritus, Consulting, for Dell Services. Prior to Dell, Mr. Champy was Chairman of Consulting and Head of Strategy for Perot Systems from 1996 to 2009. Perot was acquired by Dell in November of 2009. Before joining Perot, Mr. Champy was Chairman and Chief Executive Officer of CSC Index, the management consulting arm of Computer Sciences Corporation. He was one of the original founders of Index, a consulting practice that was acquired by CSC in 1988.

Mr. Champy is co-author of Reengineering the Corporation, a best-seller which was on the New York Times best-seller list for more than a year and sold more than two million copies; it has been translated into 17 languages. Reengineering has been recognized as one of the most influential business books of our times. Mr. Champy has authored 7 additional books, including his most recent book on reengineering health care delivery.

Champy earned his BS in 1963 and his MS in Civil Engineering in 1965 from M.I.T., and a JD degree from Boston College Law School in 1968

Champy is a life member of the MIT Corporation, Massachusetts Institute of Technology's Board of Trustees, where he serves on the Executive Committee, Chairs its Salary- Subcommittee, and Chairs the Visiting Committee for MIT’s Institute for Data, Systems, and Society. He is also a member of the President’s Advisory Council for the Berklee College of Music.

Mr. Champy is a member and lead director of the Board of Directors of Analog Devices, Inc., a public company and global leader in high-performance semi conductors for signal processing applications. He also serves on the advisory boards of several privately held companies.

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Leadership has been around since tribes first emerged in primitive societies. Someone had to be the leader—likely the most assertive member of the tribe—but these early ancestors never read books on participative management. When Peter Drucker spoke on leadership, he often referenced the structure of the Prussian army and its highly directive...Full Article »
Most so-called “transformational change” efforts fail. It’s difficult, if not impossible, for an organization to change everything at once.Yet enterprises are challenged to adapt quicker than ever to compete and survive. But where should they begin?Every change needs to start with a compelling case. Healthcare provides a great example of an...Full Article »
Editor's NoteToday there’s lots of discussion advocating for greater “equality of income,” but little talk of “equality of effort.” Jim Champy, as usual, offers rich insights about the importance of ambition in determining success.Further, he provides us with a much-needed reminder of the ideal values to which managers and executives...Full Article »
The presidential campaign painfully illuminated the incredible loss of manufacturing jobs in the U.S.The causes are clear: free trade policies have made it easy for companies to move manufacturing jobs to countries with dramatically lower labor costs; some industries—like coal—are being replaced by lower-cost alternatives; and technology is...Full Article »
Editor's Note:Peter F. Drucker maintained he never predicted the future. That's a thankless/impossible task."I just look out the window," Drucker once quipped, "and see what's visible but not yet seen." To the point: There's a big difference between looking versus seeing.In this article, Jim Champy shares with us his "...Full Article »
Editor's Note:Follow the leader. But what if he or she lacks a moral compass? Scandal and out-of-touch executives have sparked a wave of resentment toward top management in institutions of all kinds and sizes.There is no substitute for knowing the difference between right and wrong; between convenient rationalization and dishonesty.Low...Full Article »
Editor's Note:The roadside is littered with disasters when the only contribution an acquiring company brings is money.Successful acquisitions occur when the acquiring company contributes management, technology, strength of distribution, and the like.As Peter F. Drucker observed, executives who ignore basic, hard-learned rules of successful...Full Article »
Editor's Note: We’ll hear more and more these next few years about "reinventing healthcare practices," that is, about improving patient outcomes while simultaneously lowering healthcare institution costs.Said Peter F. Drucker: "Let me say that the only thing that could've happened to the healthcare system is crisis… You cannot...Full Article »
Editor's Note:The Veterans Administration (VA) has been front-page news for well over five years—and never more so than today with respect to the 2016 election. By now, most people are aware that the main source of work problems are flawed processes. Translated, this means fix the process (i.e., streamline or redesign) and the problem(s...Full Article »
Reid Hoffman, the founder of LinkedIn, has been proselytizing that most work in the future will be done by “independent contractors” or “freelancers.” This is the Uber model, where all the drivers are self-employed. It’s also common in Silicon Valley—many engineers are not employees, but rather contractors hired to work on a project. Engineers are...Full Article »
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