Reengineering the Corporation: Manifesto for Business Revolution, A (Google eBook)

Front Cover
HarperCollins, Oct 13, 2009 - Business & Economics - 272 pages
20 Reviews

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.

  

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Review: Reengineering the Corporation: A Manifesto for Business Revolution

User Review  - Tanmoy Mondal - Goodreads

Nice book for Operation Managers Read full review

Review: Reengineering the Corporation: A Manifesto for Business Revolution

User Review  - Jeremy - Goodreads

I had to read this for one of my classes. I actually liked it. When I am a CEO someday I know I will refer to some of the concepts I learned in it. Read full review

Contents

Authors Note
1
The Crisis That Will Not Go Away
9
The Path to Change
34
Rethinking Business Processes
53
The New World of Work
69
The Enabling Role of Information Technology
87
Who Will Reengineer?
106
The Hunt for Reengineering Opportunites
122
Embarking on Reengineering
153
Duke Power
165
IBM
185
Deere
202
Succeeding at Reengineering
221
Epilogue
235
Frequently Asked Questions FAQs
237
Index
247

The Experience of Process Redesign
139

Common terms and phrases

Popular passages

Page 15 - One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on is a peculiar business; to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which in some manufactories are all performed by distinct hands,...
Page 15 - This great increase of the quantity of work which, in consequence of the division of labour, the same number of people are capable of performing, is owing to three different circumstances; first, to the increase of dexterity in every particular workman; secondly, to the saving of the time which is commonly lost in passing from one species of work to another ; and lastly, to the invention of a great number of machines which facilitate and abridge labour, and enable one man to do the work of many.
Page 51 - Re-engineering is defined 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.
Page 15 - Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day.
Page 39 - Process as a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.
Page 90 - The fundamental error that most companies commit when they look at technology is to view it through the lens of their existing processes. They ask, 'How can we use these new technological capabilities to enhance or streamline or improve what we are already doing?
Page 101 - Wireless data communication and portable computers New rule: Field personnel can send and receive information wherever they are...
Page 70 - People who once did as they were instructed now make choices and decisions on their own instead.
Page 88 - A company that cannot change the way it thinks about information technology cannot reengineer.
Page 35 - It isn't about making patchwork fixes ó juryrigging 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?

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About the author (2009)

Dr. Michael Hammer is the leading exponent of the concept of reengineering. He was named by BusinessWeek as one of the four preeminent management gurus of the 1990s and by Time as one of America's 25 Most Influential Individuals. He lives in Massachusetts.

James Champy is chairman of Perot Systems consulting practice. He is a leading authority on organizational change and development and business strategy. He lives in Massachusetts.

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