By Michael Hammer, James Champy
The so much profitable enterprise publication of the decade, Reengineering the Corporation is the pioneering paintings at the most vital subject in company this present day: reaching dramatic functionality advancements. This booklet leads readers during the radical redecorate of a company's strategies, association, and tradition to accomplish a quantum jump in performance.
Michael Hammer and James Champy have up to date and revised their milestone paintings for the recent economic system they helped to create—promising to aid enterprises retailer hundreds and hundreds of thousands of bucks extra, bring up their patron delight nonetheless greater, and develop ever extra nimble within the years to come.
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Extra info for Reengineering the corporation : a manifesto for business revolution
Only two possibilities exist: It does or it doesn’t. If it does, the clerk at the dock accepts the goods and pushes a button on the terminal keyboard that tells the database that the goods have arrived. Receipt of the goods is now recorded in the database, and the computer will automatically issue and send a check to the vendor at the appropriate time. If, on the other hand, the goods do not correspond to an outstanding purchase order in the database, the clerk on the dock will refuse the shipment and send it back to the vendor.
The company achieved a dramatic performance breakthrough by making a radical change to the process as a whole. IBM Credit did not ask, “How do we improve the calculation of a ﬁnancing quote? ” Furthermore, in making its radical change, IBM Credit shattered the assumption that it needed specialists to perform specialized steps. Ford Motor Company Our second example of reengineering involves changes to a different category of process. We deﬁned a process as a series of activities that delivers value to a customer and cited order fulﬁllment and credit issuance as examples.
When the market wants fewer GM cars, GM reduces its size to better match demand. But downsizing and restructuring only mean doing less with less. Reengineering, by contrast, means doing more with less. Reengineering also is not the same as reorganizing, delayering, or ﬂattening an organization, although reengineering may, in fact, produce a ﬂatter organization. As we have argued above, the problems facing companies do not result from their organizational structures but their process structures.
Reengineering the corporation : a manifesto for business revolution by Michael Hammer, James Champy