Reengineering the Corporation: A Manifesto for Business Revolution

Reengineering the Corporation: A Manifesto for Business Revolution

by Michael Hammer, James Champy
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Reengineering the Corporation: A Manifesto for Business Revolution 4 out of 5 based on 0 ratings. 3 reviews.
Jim_Farrell-consultant More than 1 year ago
In a new world of more abundant capital, deregulated markets, freer trade and, most especially, inexpensive computing and communication, economies of scale and scope were being redefined. Hammer saw that yesterday's competitive yardsticks were no longer meaningful and that businesses needed to start managing themselves relative to their new potential, not just against their historical performance. Many consultants have defined new terms, and "reengineering" may not have been either the most provocative nor the most descriptive of the kind of change he envisioned. However, those of us who had the privilege of working on some of the projects that he spawned recognize that his vision went well beyond that of the typical slogan-monger. Rather, his genius was that he could understand the problems in a general way while describing them with sufficient specificity to be credible. His prescriptions for change, neither simplistic nor simple, were accompanied by logical method, complete with milestones, metrics and other controls. See http://tinyurl.com/ycowt3f
Anonymous More than 1 year ago
Guest More than 1 year ago
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.