Reengineering the Corporation: A Manifesto for Business Revolution

Reengineering the Corporation: A Manifesto for Business Revolution

by Michael Hammer, James Champy

Paperback(Revised)

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Overview

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.

Product Details

ISBN-13: 9780060559533
Publisher: HarperCollins Publishers
Publication date: 10/10/2006
Series: Collins Business Essentials
Edition description: Revised
Pages: 272
Sales rank: 473,899
Product dimensions: 5.31(w) x 8.00(h) x 0.61(d)

About the Author

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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Reengineering the Corporation: A Manifesto for Business Revolution 3.8 out of 5 based on 0 ratings. 4 reviews.
librisissimo on LibraryThing More than 1 year ago
Substance: Although the examples are dated, the substance is not. Improving the company bottom-line by concentrating on what it is there to accomplish (can be applicable to other aspects of life:.Style: Straight-forward, with a refreshing absence of hype, false suspense, repetition, and inanity.
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.