Publisher: HarperCollins, 1995, 212 pages
ISBN: 0-00-255521-2
Keywords: Management
More than two years after the publication of Reengineering the Corporation, thousands of companies large and small have undertaken the mission of reengineering, sparking a transformation in millions of working lives. Yet, as the reengineering spreads throughout the world economy, a now-familiar pattern seems to have emerged. Too often, reengineering stops at the upper echelons of corporations, and managerial levels remain unchanged or resistant to the reengineering process. As a consequence, the task of reengineering is stopped in its tracks., and the anticipated benefits are never achieved.
After working with dozens of companies in the throes of reengineering, Jim Champy is uniquely qualified to write the book that brings management fully into the reengineering revolution. In Reengineering Management, Champy provides the guidelines managers need to lead, organize, inspire, deploy, measure, and reward the new work reengineering creates.
In the early 1990s, corporations changed from owner leadership to professional managers who began to run companies like controllable, predictable machines. Now that corporations have taken pains to reengineer their operational processes, the management processes must change too. In this book, Champy reveals that these processes must focus on mobilizing, enabling, defining, measuring and communicating in order to achieve a business culture that enables continuous process of reengineering — in order, in short, to achieve success.
For hundreds of thousands of managers who have read the Reengineering the Corporation and the millions who have been touched by the reengineering revolution, Reengineering Management is the book that can deliver the reality behind the promise.
Champy's try to explain why re-engineering didn't work out. Crap as usual.
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