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Reengineering the Corporation: A Manifesto for Business Revolution

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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 Champ 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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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 Champ 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.

30 review for Reengineering the Corporation: A Manifesto for Business Revolution

  1. 4 out of 5

    Paul Szydlowski

    This book gets five stars because it saved my business, if not my life. My business partner and I had been working 100+ hour weeks for months (I'd go home at midnight, come back at five or six and ask him if he was already back or still there - he'd typically answer "still here"). Clothes we would typically promise tomorrow were now being promised back a week from tomorrow - and they were still not done in time. It was Labor Day weekend and I was supposed to go to Hilton Head with my wife, but o This book gets five stars because it saved my business, if not my life. My business partner and I had been working 100+ hour weeks for months (I'd go home at midnight, come back at five or six and ask him if he was already back or still there - he'd typically answer "still here"). Clothes we would typically promise tomorrow were now being promised back a week from tomorrow - and they were still not done in time. It was Labor Day weekend and I was supposed to go to Hilton Head with my wife, but our dry cleaning plant manager ended up in the hospital and the cleaning duties fell to me. Our main cleaning machine suffered a major malfunction, putting us even further behind. I ended up calling on a fellow friend in the business to let me use his equipment. I could go on and on (my wife called on Labor Day to tell me about this great unknown band she'd seen the night before at the last show ever at the famed HH post office by the name of Hootie & the Blowfish - that didn't make me feel any better). Anyway, I spent that Labor Day at my friend's cleaners, catching up best I could. I then stopped at a local park on the way home and began reading this book, which had been given to me by my wife ("here, read this - I'll be in Hilton Head if you need anything"). Almost immediately the book began providing insight into the types of challenges we faced and the potential solutions. One, involving the flow of an unpaid invoice through IBM's accounting maze provided the framework for a solution to our production woes. A month later I took my first day off since the 4th of July. I credit this book, my business partner, my wife and our employees for making that possible. I don't know how much longer I could have survived. So, yes, this book saved a business and a life - and if that doesn't merit five stars, nothing does.

  2. 5 out of 5

    James Nasipak

    This was an excellent book for anyone looking to transform their organization. It is not easy or popular, but reengineering is the vaccine a dying organization needs in order to live. However, it must be the leaders the own the transformation.

  3. 5 out of 5

    Joshua Giles

    I'll be honest with you. It took me a month to power through this book, and I only did so after my boss made me. I always retain book facts well but with this book I remembered just enough to pass off my knowledge in it but a year later I don't remember anything and that says something. Maybe with a better mindset going in i might have liked it more, but probably not lol

  4. 5 out of 5

    Ehsan

    The first half of the book is a good and insightful read into how to make radical changes. But after some point it becomes a bit redundant. Overall a good read for those looking to bring about changes in existing companies and their systems and procedures.

  5. 5 out of 5

    Mary Kelly

    Short, sweet, and to the point. Has some good ideas, less specialization and more efficiency.

  6. 5 out of 5

    Bernard

    - Conceptual book about re-engineering without strong methodology - A lot of ideas are taken from toyota lean (value-stream, value to customer, etc.) but not explained clearly.

  7. 5 out of 5

    Cyril Danthi

    Business is all about taking the right risk for profits. Business is run by people and needs processes and guidliness for controls. Business processes needs reengineering based on the organisations vision and appitite. The reengineering the corporation provides key insights on how to redevelop or redesign the business process so that the purpose and value is achieved based on the customer needs. I found the following as the key from the book. Chapter – 1: The reengineering Concept - Reengineering Business is all about taking the right risk for profits. Business is run by people and needs processes and guidliness for controls. Business processes needs reengineering based on the organisations vision and appitite. The reengineering the corporation provides key insights on how to redevelop or redesign the business process so that the purpose and value is achieved based on the customer needs. I found the following as the key from the book. Chapter – 1: The reengineering Concept - Reengineering is the opportunity to develop the rules by which business in the future will be conducted rather than being forced to operate by the rules imposed by someone else. - Reengineering is defined as the fundamental rethinking and radical redesign of business processes to generate dramatic improvements in critical performances measures such as cost, quality, service and speed. - Three types of organisation undertake reengineering o Companies that find themselves in deep competitive trouble – and who often require an order of magnitude improvements o Companies with managers who can see problems arising in future o Companies with mangers who are ambitious and aggressive. - Most reengineered processes deliver impressive production planning flexibility and capabilities - Companies enjoy the benefits of centralized purchasing power and decentralized operations. Chapter – 2: The Characteristics of A Reengineered corporation - Reengineering is not solely about creating a new business processes it focuses on creating a new company by Simplifying the process | empowerment of people through range of tasks to perform | moving from hierarchy to a flatter management run by professionals and not managers | People in the organisation no longer worry about pleasing the boss but focus on pleasing the customers. - Reengineering is never focused on fixing old processes. Reengineering is focused on breakthroughs – quantum leaps forward Chapter -4 : The Key to re engineering success: - Business process exist solely for the purpose of creating a satisfied customer – Always start with customer and work backward. - Reengineering must be done at speed – the faster the better. - Tolerate risk - No engineering program every emerges full-blown right out of the box – accept imperfections along the way - Don’t stop too soon -

  8. 5 out of 5

    JP

    The authors assert that the current circumstances of business in America are not due to factors currently blamed (foreign competition, federal government, etc). The solution is not in automation, management-by-whatever concepts (e.g. TQM), but in totally rethinking a business in terms of whole processes. Reengineering is: "If I were re-creating this company today, given what I know and given current technology, what would it look like?" A business process is a "collection of activities that take The authors assert that the current circumstances of business in America are not due to factors currently blamed (foreign competition, federal government, etc). The solution is not in automation, management-by-whatever concepts (e.g. TQM), but in totally rethinking a business in terms of whole processes. Reengineering is: "If I were re-creating this company today, given what I know and given current technology, what would it look like?" A business process is a "collection of activities that takes one or more kinds of input and creates an output that is of value to the customer" - the opposite of Adam Smith's breaking things apart (my comment: not really, it's just that we broke down beyond value in service and started administering processes because of rut thinking). Reengineering does not seek 5% or 10%, but much larger gains. Reengineering is about "reversing the industrial revolution." "The way to eliminate beaurocracy... is by reengineering the processes so that they are no longer fragmented. " Jobs change from tasks to multi-dimensional work. Advancement criteria changes from performance to ability (but pay is on performance). People's roles change from controlled to empowered. Job prep changes from training to education. It' s not a bad idea to burn bridges, eg "eine Flucht nach Vorn," and retreat forward (toward change). Team composition should include rising stars, insiders, and outsiders.

  9. 5 out of 5

    Jim

    Bruce Rasher, the transition manager for the merger of the DEQ & DNR into the DNRE, cited this book as one of his inspirations. It's worthwhile reading as it explains what reengineering is, what it isn't, common mistakes and cites some success stories from private industries & a utility company. I especially enjoyed reading Chapter 3 where the authors what a reengineered process looks like. This book inspires me to become a change agent, but I have to wonder how successful reengineering Bruce Rasher, the transition manager for the merger of the DEQ & DNR into the DNRE, cited this book as one of his inspirations. It's worthwhile reading as it explains what reengineering is, what it isn't, common mistakes and cites some success stories from private industries & a utility company. I especially enjoyed reading Chapter 3 where the authors what a reengineered process looks like. This book inspires me to become a change agent, but I have to wonder how successful reengineering DNRE is going to be after encountering civil service regulations, union contracts and resistance to change from both management and staff. It's clear that all of state government needs to be reengineered, not just DNRE.

  10. 5 out of 5

    Carlos Munhoz

    In 1993, when this book was published for the first time, most organizations in America had became inefficient and mammoth proportions monsters, spending ridiculous ammounts of money with useless systems, hardware, offices and any sort of pointless extravagances. The original idea was an easy concept, but the implications (specially in a giant organization) were huge: it was about time to re-think the whole company, and decide what could (and should) be cut. Unfortunatelly, some ideas were misun In 1993, when this book was published for the first time, most organizations in America had became inefficient and mammoth proportions monsters, spending ridiculous ammounts of money with useless systems, hardware, offices and any sort of pointless extravagances. The original idea was an easy concept, but the implications (specially in a giant organization) were huge: it was about time to re-think the whole company, and decide what could (and should) be cut. Unfortunatelly, some ideas were misunderstood, and "reengineering" became synonymous with "fire everybody to cut costs" - which was not the main argument of the authors. This is one of the books with the ability to change the course of thoughts and ideas - long story short, a classic.

  11. 4 out of 5

    Synthia

    This is a good book for someone in a management, director or VP position that is either looking to improve intra-office dynamics or is in a traditional company that is in need of keeping up with the times. It is a more holistic view of running a company. Includes the ideas of: combing several jobs into one, allowing workers to make decisions, performing the steps of a process in a natural order, and recognizing that processes have multiple versions and designing processes to take account of diff This is a good book for someone in a management, director or VP position that is either looking to improve intra-office dynamics or is in a traditional company that is in need of keeping up with the times. It is a more holistic view of running a company. Includes the ideas of: combing several jobs into one, allowing workers to make decisions, performing the steps of a process in a natural order, and recognizing that processes have multiple versions and designing processes to take account of different situations.

  12. 4 out of 5

    Janna

    I likely wouldn't have picked this book up if it hadn't been required for my MBA coursework; however, this was a fairly quick read for me. As the title suggests, it gives tremendous insight into reengineering of corporations, but supports this concept with strong case studies. The concepts and cases are easily understandable and interesting to those who are business-minded and seek constant improvement opportunities. Overall, I'd recommend it, but this may be a book you'd seek out at the library I likely wouldn't have picked this book up if it hadn't been required for my MBA coursework; however, this was a fairly quick read for me. As the title suggests, it gives tremendous insight into reengineering of corporations, but supports this concept with strong case studies. The concepts and cases are easily understandable and interesting to those who are business-minded and seek constant improvement opportunities. Overall, I'd recommend it, but this may be a book you'd seek out at the library as a one-time read, rather then a bookshelf "go to" item.

  13. 4 out of 5

    Ivonne Vivlo

    I have already finished this lecture and it is interesting from the beginning to the end; I had learn new things, concepts and strategies that can be useful for the company where currently I work in; and seeing the examples and errors in processes, there is big desire to have the chance for being part of a reengineering implementation here. It is a very good tool to have in mind even in personal life. I like it a lot.

  14. 4 out of 5

    Surendran

    When Information Technology revolutionized the way we worked and lived, businesses were struggling to understand what IT could do for them. Without a change in the business processes, IT could do nothing to add profits to them. Reengineering came into picture just for this reason. This is one of the best books that explained what reengineering was all about and why it was required.

  15. 4 out of 5

    Lamec Mariita

    An excellent interesting book. It is a very inspiring story of how corporations transformed themselves to meet the changing demands of the market place. In spite of being released 20 years ago, the book is still useful just a little dated. You will love the book if you are interested in business techniques. I recommend the book for all managers and consultants.

  16. 5 out of 5

    Rob

    A very good book that describes the difference between continuous process improvement and reengineering (or building a process from scratch). The business examples were useful as were the "reason for failure" chapter. I would love to find a good book on how to build a learning game like the one discussed in the IBM example.

  17. 5 out of 5

    Jolene

    This was my pocket reference guide when I ran into major challenges transforming Fortune 500 processes from out of control to simply flowing with improved working climate. Timeless too. Any Michael Hammer book is worth checking out. I have also read Beyond Reengineering.

  18. 4 out of 5

    Jim

    This book should be in the standard curriculum for business students and consultants. Hammer's arguments for a wholesale reorientation in the business world (from task to process organization) make complete sense. But surprisingly, the business world still seems to be stuck in the industrial age.

  19. 5 out of 5

    Quint

    A very good work, but what works for one company many not work for others. The fallacy is that cleaning out the old and in with the new neglects that organizations can't simple reset to zero and all will be well.

  20. 5 out of 5

    Lastoadri

    A simple and quick recipe for how to re-work your cooperate work. Not really fully applicable to all sorts of corporates, yet it gives you a better insight for the big picture. I think its a must read for anyone interested in such topics.

  21. 5 out of 5

    Carrie

    Although required reading always is a downer, this book is acutally interesting. Well written with a good dose of humor, it gives a different spin on the way we think about business. Caution, may induce sleep.

  22. 4 out of 5

    Tanmoy Mondal

    Nice book for Operation Managers

  23. 4 out of 5

    Paul

    http://www.fastcompany.com/1801015/bu...

  24. 5 out of 5

    Carlos Montijo

    "BPR reached its heyday in the early 1990s when Michael Hammer and James Champy published their best-selling book Reengineering the Corporation."

  25. 5 out of 5

    Sonal Garg

    ND6 Dl026640

  26. 5 out of 5

    Benoit

    Outdated management philosophy? Look instead at how Toyota do Lean, the Agile movement or Lean kanban ways to do software development.

  27. 4 out of 5

    Francis Jeyaraj

    I did a project on "Re-engineering readiness assessment in GEC Alsthom"

  28. 4 out of 5

    Marcos Moret

    Great pep talk on reworking processes to transform a business.

  29. 5 out of 5

    Delhi Irc

    Location: GG6 IRC Accession no: DL026641

  30. 5 out of 5

    Ron

    An alternative to kaisen improvements by totally redesigning the process. The is another major book on redesign.

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