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Title: Reengineering the Corporation: A Manifesto for
Business Revolution
Author: Michael Hammer and James Champy
Stars: ****
The title might suggest that this one would be a bit of a sleeper. Not so.
Somehow the authors managed to make it an enjoyable read. It’s surprisingly
straightforward. It starts out explaining a problem – i.e. companies are not
designed properly. Decades ago, efficiency was achieved through the division
of labor -by thin-slicing tasks into meaningless activities. Bloated
bureaucracies were required to manage all the disparate parts/functions. It
worked fine back then, but not any more. The customer has more say now,
competition is stiffer, and change is rampant. In order to thrive today,
businesses must organize around process not around functional silos.
The answer? Reengineering. It’s not about making gradual improvements –
like six sigma or TQM. Rather, it’s about “tossing aside old systems and
starting over.” It’s about dismantling the obsolete structures and redesigning
processes to achieve dramatic improvements.
The book goes into a fair amount of detail explaining how to undertake a
reengineering project. Examples of companies that have achieved successful
reengineering efforts are provided to assist. Very helpful.
This is an important read for anyone that works in corporate America – from
the CEO to the front-line employee. All can benefit.
Business Revolution
Author: Michael Hammer and James Champy
Stars: ****
The title might suggest that this one would be a bit of a sleeper. Not so.
Somehow the authors managed to make it an enjoyable read. It’s surprisingly
straightforward. It starts out explaining a problem – i.e. companies are not
designed properly. Decades ago, efficiency was achieved through the division
of labor -by thin-slicing tasks into meaningless activities. Bloated
bureaucracies were required to manage all the disparate parts/functions. It
worked fine back then, but not any more. The customer has more say now,
competition is stiffer, and change is rampant. In order to thrive today,
businesses must organize around process not around functional silos.
The answer? Reengineering. It’s not about making gradual improvements –
like six sigma or TQM. Rather, it’s about “tossing aside old systems and
starting over.” It’s about dismantling the obsolete structures and redesigning
processes to achieve dramatic improvements.
The book goes into a fair amount of detail explaining how to undertake a
reengineering project. Examples of companies that have achieved successful
reengineering efforts are provided to assist. Very helpful.
This is an important read for anyone that works in corporate America – from
the CEO to the front-line employee. All can benefit.
V E N T U R E S , L L C