Reengineering the Corporation

A Manifesto for Business Revolution

by Michael Hammer , James Champy

Number of pages: 272

Publisher: Harper Business

BBB Library: Business Classics

ISBN: 9780060559533

About the Authors

Michael Hammer : Dr. Michael Hammer is the leading exponent of the concept of


James Champy : James Champy is chairman of Perot Systems consulting practice. He is


Editorial Review

When someone asks us for a quick definition of business reengineering, we say that it means starting over. It doesn't mean tinkering with what already exists or making incremental changes that leave basic structures intact. It isn't about making patchwork fixes—jury-rigging existing systems so that they work better. It does mean abandoning long-established procedures and looking afresh at the work required to create a company's product or service and deliver value to the customer. It means asking this question: If I were recreating this company today, given what I know and given current technology, what would it look like? Reengineering a company means tossing aside old systems and starting over. It involves going back to the beginning and inventing a better way of doing work.

Book Reviews

"Hammer and Champy acknowledge that reengineering can be difficult to launch and to sustain; yet they provide clear, specific guidelines and excellent case studies. Their superb book should have strong appeal to managers and general readers alike."— Publishers Weekly

"I found Reengineering the Corporation to be a very useful book and one that can serve as a future reference."— Free Patents Online

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Wisdom to Share

When someone asks us for a quick definition of business reengineering, we say that it means starting over.

Reengineering, properly, is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

In doing reengineering, businesspeople must ask the most basic questions about their companies and how they operate.

Reengineering begins with no assumptions and no givens; in fact, companies that undertake reengineering must guard against the assumptions that most processes already have embedded in them.

Reengineering first determines what a company must do, then how to do it.

Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old.

It has been said that the hallmark of the truly successful company is a willingness to abandon what has long been successful.

The individual tasks within this process are important, but none of them matters one whit to the customer if the overall process doesn't work.

Companies don't reengineer processes; people do.

Redesign is the most nakedly creative part of the entire reengineering process.