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Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials) |  | Authors: Michael Hammer, James Champy
Publisher: Harper Paperbacks
Category: Book
List Price: $16.99
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Seller: MotorCityMedia
Rating:  45 reviews
Sales Rank: 131,988
Media: Paperback
Edition: Rev Upd
Pages: 272
Number Of Items: 1
Shipping Weight (lbs): 0.5
Dimensions (in): 7.9 x 5.4 x 0.7
ISBN: 0060559535
Dewey Decimal Number: 658.4063
EAN: 9780060559533
ASIN: 0060559535
Publication Date: January 1, 2004
Availability: Usually ships in 1-2 business days
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Product Description
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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| Customer Reviews:
Showing reviews 1-5 of 45
 Good Summary of the Benefits of Fresh Thinking February 3, 1999
Professor Donald Mitchell (Thanks for Providing My Reviews over 97,000 Helpful Votes Globally)
35 out of 40 found this review helpful
This book's subject is the popularized version of the business concept of management process design. Making that concept more accessible is a very useful contribution. The downside of this book is that many people have assumed that it teaches you everything you need to know to do management process design, or to reengineer key processes. That, alas, is not true. If you find the subject of process design or reengineering to be of interest, I suggest that you first read James Champy's excellent book, REEENGINEERING MANAGEMENT. That book is a good template for how to make any beneficial change in an organization, including reengineering. Then, if you want to get fired up to make major changes, use REENGINEERING THE CORPORATION as a way to create passion about the subject for yourself. But do remember, you may not even have all the processes you need, so reengineering is not the only answer. For example, what is the management process that your company uses to improve its stock market valuation? If you are like most, you do not even have an effective process for stock price enhancement. So be sure to see if you have processes where they will do you the most good.
Highly Recommended! April 2, 2005
Rolf Dobelli (Switzerland)
4 out of 5 found this review helpful
Authors and reengineering consultants Michael Hammer and James Champy begin their book rather defensively by insisting that reengineering is not merely a forgotten fad of the 1990s. And they may be right, particularly given their insistence that companies must be totally, absolutely willing to discard the old and replace it with the new. The authors make dramatic claims for the potential of reengineering, and highlight interesting victories - such as Kodak, a company rarely cited as an example of success. The book presents reengineering as a simple, straightforward way to view business processes, figure out how to make them more rational and economical, and then implement necessary changes. The authors made a splash by labeling this approach as reengineering in the 1990s. The term became a euphemism for firing people in droves, then fell into discredit. This update may be intended to rescue the concept from its bad image, but it doesn't quite succeed. In the new millennium, companies deal with complex, costly processes by outsourcing them, yet the word "outsourcing" does not yet appear in this book's index. Such time lags aside, we find this business landmark well worth reading. After all, it's the management Bible of the '90s. Many of its hoary old verities still have the ring of truth.
Important Read June 29, 2009
Nick McCormick
1 out of 1 found this review helpful
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.
-- Nick McCormick, Author, "Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager"
REINVENTING REENGINEERING TO ATTAIN THE IDEAL March 31, 1999
3 out of 4 found this review helpful
These days, reengineering, best practices and continuous improvement are still popular business buzz words, and each one has a place in trying to improve activities. They are the equivalent of picking the low hanging fruit. A few companies can point to increased growth, profits and market share, but alas, many have little to show. Part of the reason is that by the time they achieve what they set out to do, others have surpassed them. These companies will need a cherry-picker to get to the top. I have come to believe that it is harder to improve slowly, or from the current process, to grow at 5 to 10 percent a year, than it is to find a totally new and different way to reach a geometric increase in whatever you do, and, it is usually less expensive. One of the best processes to reach a new plateau and then jump up again to the next is explained in THE 2,000 PERCENT SOLUTION. 1) Understand the importance of measuring 2) Measure everything that can be measured about your key activities to make sure you identify root causes of gaining or losing 3) Identify the future best practice for your industry 4) Go beyond today's best practices to implement the future best practices now 5) Figure out the ideal best practices (without resource, money, time or people constraints) and 6) Begin to approach that 7) Match the people, incentives and tasks, and 8) Repeat the process for even better ideas. You should read REENGINEERING THE CORPORATION to understand the popular ideas. Then you should read THE 2,000 PERCENT SOLUTION to multiply the benefits you thought possible. (Resolving and issue is a 100% solution. Achieving 20 times that benefit or getting there 20 times as fast, is 100X20, or 2000 percent.)
Great Reading August 2, 2000
Syam Rajasekharuni (Australia)
5 out of 7 found this review helpful
I have read this book first time when I did a course in Business Process Reengineering. It gave me a very good introduction to the subject, history of reengineering and how companies are affected by the three C's Customers, Competetion, Change. Then I have read Beyond Reengineering by the same author. There is no doubt , both are a must reading for every person/company who would like to survive working in today's competitive way of earning livelihood, doing business and keeping fit. It may sound, the Middle Managers / Supervisors are the most vulnerable group who are targets for change from the operational role perspective, in a BPR exercise. I came to know recently, that several BPR projects fail also due to lack of proper Knowledge Management in companies. Might be the authors would include effective knowledge management strategies in BPR projects in the future release of their books. Knowledge management in terms of managing tacit , explicit knowledge of a company is also important. When we are reengineering, we are also reengineering the knowledge(creation, (re)distribution, evaluation aspects of knowledge) of a company. Also aspects such as competetive intelligence is worth considering.
Showing reviews 1-5 of 45
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