Albert Humphrey (1926-2005) was a business and management consultant who specialized in organizational management and cultural change. He also was the initiator and creator of the SWOT analysis technique.
Biography Albert Humphrey
Albert Humphrey received his first scientific education from the University of Illinois where he obtained his bachelor’s degree in Chemical Engineering. He obtained his MSc. Degree in Chemical Engineering from the Massachusetts Institute of Technology (MIT). Finally, Albert Humphrey obtained an MBA from Harvard Business School.
From 1960s -1970 Albert Humphrey conducted research among the Fortune 500 companies in the United States at the Stanford Research Institute. The results of this survey were used by Humphrey to develop the Team Action Management (TAM). This is a concept that enables executives to manage change successfully.
SWOT originated from the Stakeholders concept and the SWOT analysis. His work is still often referenced today by many famous industrialists and political leaders.
In addition to his active role at the Stanford Research Institute, Albert Humphrey also acted as a management consultant to over 100 companies all over the world. His specialism, organizational management and cultural change can be recognized in the Team Action management (TAM®) concept, a step-by-step method that encourages harmonious cooperation between people.
In 2004 he was the Keynote Speaker to the Price Waterhouse Coopers (PWC) International Seminar held in Greece where he also held private sessions with the Prime Minister of Greece.
In 2005 Humphrey was still on the board of 5 organizations. Furthermore, he was the European Operations Director for the National Bureau of Certified Consultants in the United States until his death. Albert Humphrey died at the age of 79 on 31 October 2005. The TAM UK organizations still exists.
Publications by Albert Humphrey et al.
- 2012. The “Father” of TAM. TAM UK Retrieved, 06-03.
- 2005. SWOT analysis for management consulting. SRI Alumni Newsletter (SRI International), 1.
- 2005. Turning Downturn Into Major Upturn. IEEE Engineering Management Review, 33(2), 47-50.
- 2005. Strategy : Managing a Downturn. Retrieved 29-08-2010 from http://www.leader-values.com/article.php?aid=510
- 1986. Gearing up for Change. Management Decision, 24(6), 12-15.
- 1974. MBO turned upside down. Management Review, 63(8), 4-8.
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