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No business concept was more important to America's economic revival in the 1990s than reengineering -- introduced to the world in Michael Hammer and James Champy's Reengineering the Corporation. Already a classic, this international bestseller describes how the radical redesign of a company's processes, organization, and culture can achieve a quantum leap in performance.
But if you think that reengineering once was enough, think again. More changes, more challenges are coming in the twenty-first century. Now Hammer and Champy have updated and revised their milestone work for the New Economy they helped to create -- promising to help corporations save hundreds of millions of dollars more, raise their customer satisfaction still higher, and grow ever more nimble in the years to come.
- Sales Rank: #2383457 in Books
- Published on: 2001-06
- Released on: 2001-06-05
- Original language: English
- Number of items: 1
- Dimensions: 8.25" h x 5.50" w x .75" l,
- Binding: Paperback
- 257 pages
From Publishers Weekly
Management consultants Hammer and Champy thoughtfully critique the management procedures of American business and offer a promising prescription in this invigorating study. "It is no longer necessary or desirable for companies to organize their work around Adam Smith's division of labor," they state, arguing that task-oriented jobs are becoming obsolete as changes in customer bases, competition and the rate of change itself alter the marketplace. Post-industrial companies must be "reengineered," which necessitates starting anew, going back to the beginning to invent a better way of accomplishing tasks. The process requires a leader with vision using information technologies, consulting closely with suppliers to reduce inventories, and empowering employees so that decision-making "becomes part of the 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.
Copyright 1993 Reed Business Information, Inc.
Review
"An important book that describes the principles behind a new and systematic approach to structuring and managing work." -- -- Peter F. Drucker
"May well be the best-written, most well-reasoned business book for the managerial masses sinceIn Search of Excellence." -- - John Byrne, Business Week
From the Publisher
Reengineering the Corporation sets aside much of the received wisdom of the last 200 years of industrial management and in its place presents a new set of organizing principles by which managers can rebuild their businesses.
The book provides numerous examples and in-depth case studies of how leading organizations are achieving significant competitive gains through reengineering: How Ford Motor reduced the size of its North American accounts payable organization by 80% while improving the process; how IBM is leasing subsidiary cut its deal-making process from seven days to four hours; and how Taco Bell used a new set of production and management processes to fuel a six-fold growth in revenue.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Revolutionizing the Corporation
By O. Halabieh
I just finished reading Reengineering The Corporation by Michael Hammer & James Champy. Organizations have been traditionally structured around the division of labor, as introduced by Adam Smith. This principle stated that people work most efficiently when they have only one well understood task to perform. While this specialization has led to local effectiveness on the given task, it created complex processes to knit and combine all these simple processes together. This has for the most part created inconvenience, inefficiencies and higher cost for their respective companies and customers. From a customer viewpoint, only the overall process matters, and success is achieved when the good or service is delivered to them quickly, at the right cost and quality. While in the last century corporations were able to get away with having complex processes and inefficiencies today's forces namely "the Three Cs": Customers, Competition, and Change are driving them into unchartered teritory.
What the authors introduce is the principle of Reengineering. They define reengineering as " 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." Although the definition sounds simple, the consequences run very deep. It involves every aspect of a company's inner working such as: organization structure, empowerment, career paths, the role of information technology etc. The book goes on to detail general principles on some common themes that evolve from such exercises such as who will reengineer, which opportunities to tackle, the enabling role of IT etc. Finally despite the fact that every company will have individual nuances when it embarks on such an effort, the authors do give some example companies that have undergone and continue to undergo reengineering efforts (Hallmark, Taco Bell etc.).
One of the key learnings for me, coming from an IT background is how the authors think about IT within the reengineering effort. While they do acknowledge that IT is a great enabler of reengineering, it is by no means sufficient in and by itself. Companies that simply automate parts of a process or install systems without rethinking the processes and people around them do not reap the desired benefits and do not achieve dramatic improvements.
This is a truly revolutionary book in this area, given both the scope and impact its principles can have on a corporation and how we think about them. A highly recommended must read!
0 of 0 people found the following review helpful.
Stands the test of time
By Arthur Worster
There are some books that introduce new concepts or approaches that lead to changes in the way we view the world around us. Some are fads and quickly disappear into a footnote, while others become part of a stream of thought that transforms the way we manage. Reengineering the Corporation is one of the latter types of books. While it was often used as prescriptive at the time it was introduced in 1994, it has become more about the paradigms of how we view the concept of how change is designed, led and measured in business. With the advent of broad integrated business systems that logically define many business relationships, the approach recommended in the initial printing has had to evolve to accomodate the development in IT applications, however, the concept of radical change presented here remains a valuable point on the timeline of the evolution of business process managment thought. The book is well worth rereading.
0 of 0 people found the following review helpful.
A Business Process Reengineering Classic
By Sharad Gupta
Michael Hammer is the guru of business processes. Though the first edition of the book was written in 1998, the content in the book are timeless and are equally valuable and applicable today. The core idea of the book is to forget the assembly-line and specialization-oriented process design, which clouds the overall goal of producing superior output and customer value-add. Assembly-line mentality promotes specialization and gives rise to narrow job focus, which leads to misaligned incentives and undermines the overall goal of delivering value to customers. Instead, the author proposes that processes be innovated and radical re-designed and integrated horizontally. This is a classic book on business process and I would highly recommend this to anyone interested in this subject.
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