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.
"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
The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of
In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
If you have been charged with leading a change initiative, chances are you were chosen for the job—that is, you didn’t volunteer, but rather were tapped to lead or manage a large change project. You may have been given a short briefing and left to your own devices to succeed or
The multi-million bestseller Six Thinking Hats by Edward de Bono was first published in 1981. He is author of Lateral Thinking and I Am Right You Are Wrong and teaches you how to run better meetings and make better decisions. Dr de Bono has written more than 60 books, in 40
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.
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.