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The most successful business book of the last decade, Reengineering the Corporation is the pioneering work on the most important topic in business today: achieving dramatic performance improvements. This book leads readers through the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance.

Michael Hammer and James 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.

Topics: Leadership, Innovation, Organization, Productivity, Prescriptive, Inspirational, and Guides

Published: HarperCollins on Oct 13, 2009
ISBN: 9780061808647
List price: $9.99
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Substance: Although the examples are dated, the substance is not. Improving the company bottom-line by concentrating on what it is there to accomplish (can be applicable to other aspects of life:.Style: Straight-forward, with a refreshing absence of hype, false suspense, repetition, and inanity.read more
Is this review helpful? Yes | NoThank you for your feedback.
The authors assert that the current circumstances of business in America are not due to factors currently blamed (foreign competition, federal government, etc). The solution is not in automation, management-by-whatever concepts (e.g. TQM), but in totally rethinking a business in terms of whole processes. Reengineering is: "If I were re-creating this company today, given what I know and given current technology, what would it look like?" A business process is a "collection of activities that takes one or more kinds of input and creates an output that is of value to the customer" - the opposite of Adam Smith's breaking things apart (my comment: not really, it's just that we broke down beyond value in service and started administering processes because of rut thinking). Reengineering does not seek 5% or 10%, but much larger gains. Reengineering is about "reversing the industrial revolution." "The way to eliminate beaurocracy... is by reengineering the processes so that they are no longer fragmented. " Jobs change from tasks to multi-dimensional work. Advancement criteria changes from performance to ability (but pay is on performance). People's roles change from controlled to empowered. Job prep changes from training to education. It' s not a bad idea to burn bridges, eg "eine Flucht nach Vorn," and retreat forward (toward change). Team composition should include rising stars, insiders, and outsiders.read more
Is this review helpful? Yes | NoThank you for your feedback.

Reviews

Substance: Although the examples are dated, the substance is not. Improving the company bottom-line by concentrating on what it is there to accomplish (can be applicable to other aspects of life:.Style: Straight-forward, with a refreshing absence of hype, false suspense, repetition, and inanity.
Is this review helpful? Yes | NoThank you for your feedback.
The authors assert that the current circumstances of business in America are not due to factors currently blamed (foreign competition, federal government, etc). The solution is not in automation, management-by-whatever concepts (e.g. TQM), but in totally rethinking a business in terms of whole processes. Reengineering is: "If I were re-creating this company today, given what I know and given current technology, what would it look like?" A business process is a "collection of activities that takes one or more kinds of input and creates an output that is of value to the customer" - the opposite of Adam Smith's breaking things apart (my comment: not really, it's just that we broke down beyond value in service and started administering processes because of rut thinking). Reengineering does not seek 5% or 10%, but much larger gains. Reengineering is about "reversing the industrial revolution." "The way to eliminate beaurocracy... is by reengineering the processes so that they are no longer fragmented. " Jobs change from tasks to multi-dimensional work. Advancement criteria changes from performance to ability (but pay is on performance). People's roles change from controlled to empowered. Job prep changes from training to education. It' s not a bad idea to burn bridges, eg "eine Flucht nach Vorn," and retreat forward (toward change). Team composition should include rising stars, insiders, and outsiders.
Is this review helpful? Yes | NoThank you for your feedback.
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