Davenport is the new breed of managment researcher; he combines academic rigor with practical experience in responding to the 1990s competitive reality of probing ho wgeneral managers can make 'big things happen.' Process Innovation is breakthrough thinking on how to exploit the real potential of IT. This work offers no silver bullets,' but a pathway for the serious general manager who must incorporate IT into his or her strategic management repertoire. Bold initiatives are required, and Process Innovation contains 'best-of -the-best practices,' and sound guidelines on how to apply these practices. I recommend Davenport's book as an importanat must read for the 1990s general manager.