Reengineering the Corporation: A Manifesto for Business Revolution
"America's business problem is that it is entering the twenty-first century with companies designed during the nineteenth century." So write Michael Hammer and James Champy in this pioneering book on the most important topic in business circles today: reengineering - the radical redesign of a company's processes, organization, and culture. Reengineering the Corporation offers nothing less than a brand-new vision of how companies should be organized and managed if they are to succeed - indeed even survive - in the 1990s and beyond. Reengineering does not seek to make businesses better through incremental improvements - 10 percent faster here or 20 percent less expensive there. The aim of reengineering is a quantum leap in performance - the 100 percent or even tenfold improvements that can follow from entirely new work processes and structures.
Building on their firsthand experiences, Hammer and Champy show how some of the world's premier corporations use the principles of reengineering to save hundreds of millions of dollars a year, to achieve unprecedented levels of customer satisfaction, and to speed up and make more flexible all aspects of their operations. The key to reengineering is abandoning the most basic notions on which the modern organization is founded. Today's workers and managers are prisoners of antiquated theories about organizing work - theories that date back to the beginnings of the Industrial Revolution. These ideas - the division of labor, the need for elaborate controls, the managerial hierarchy - no longer work in a world of global competition and unrelenting change. In their stead, the authors introduce the notion of process orientation, of concentrating on and rethinking end-to-end activities that create value for customers.
This book is about more than ideas, however. From their work with leading companies around the world, Hammer and Champy have learned how to make reengineering succeed. They lay out the approaches that have enabled such companies as Bell Atlantic, Taco Bell, and Hallmark Cards to reinvent themselves. They offer a vision of the reengineered corporation and a road map for companies to follow in getting there.
Try this search over all volumes: instance
Results 1-0 of 0
What people are saying - Write a review
The Crisis That Will Not Go Away
ReengineeringThe Path to Change
14 other sections not shown
accounts payable achieve automate Bell Atlantic Bell Atlantic's body shop business processes business reengineering cess company's competitive consumer corporate cost create database deal structurer Disruptive technology dramatic eliminate employees executives existing process Ford Ford's gineering Hallmark Hallmark Cards Hewlett-Packard IBM Credit ideas important improvement individual industry information technology innovation instance inventory invoice involved Kodak leader look manufacturing mass market ment old process operations order fulfillment organization organizational panies percent performance person problem process owner process redesign process team product design product development programs Progressive Insurance radical reen reengineered processes reengineering effort reengineering team requires responsibility restaurant retail rule senior managers someone step Stephen Israel supplier Taco Bell tasks team members team's teleconferencing tion tomers traditional understand vendor vision Wal-Mart workers
Non-Functional Requirements in Software Engineering
Lawrence Chung,Brian A. Nixon,Eric Yu,John Mylopoulos
No preview available - 1999
All Book Search results »
Multiliteracies: Literacy Learning and the Design of Social Futures
Bill Cope,Mary Kalantzis
No preview available - 2000