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| | Reengineering the Corporation | |
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Autor(es)
| Michael Hammer, James Champy | |
Editora
| Nicholas Brealey Publishing Ltd | |
Observações
| "When people ask me what I do for a living, I tell them that what I really do is I´m reverslng the Industrial Revolution."
(- Mlchael Hammer)
In "Reengíneering The Corporatíon", Michael Hammer and James Champy do for modem business what Adam Smith did for the Industrial Revolution in "The Wealth of Nations" two centuries ago - they reinvent the nature of work to create the single best hope for the competitive turnaround of business.
Adam Smith broke work down into specialised tasks;
Hammer and Champy look at the overalI nature of work and ask the revolutionary question, "Why do we do what we do at all?"
Instead of tinkering with - or simply computerising - an aspect of the work design, the answer is to radicalIy redesign the whole process.
Business reengineering isn´t about fixing anything - it´s about starting again, about reinventing our corporations from top to bottom.
For businesses to survive in an ever-changing world, they must completely rethink how and why they do what they do. Every company is replete with implicit rules left over from earlier decades:
"Customers don´t repair thelr own equipment"
"Local warehouses are necessary for good servlce"
"Merchandising decisions are made at headquarters"
These rules are based on assumptions about technology, people and organisational goals which no longer hold.
"Unless companies change these rules, any superficial reorganisation they perform will be no more efrective than dusting the furniture in Pompeii."
Reengineering is a practice that is taking off with great urgency in the business community - a long list of major companies that are already "reinventing" themselves in alignment with Hammer and Champy´s ideas include British Airways, Ford, Texas Instruments, and HalImark Cards.
Reengineering is set to be for the ´90s what Strategy was for the ´70s and Quality was for the ´80s.
After a decade of restructuring and downsizing, of cutting costs and capacity, managers need to rethink boldly to yield the dramatic improvements for companies, both big and smalI, to compete successfulIy in a changing world.
This book shows them how.
MICHAEL HAMMER, named one of the top four management "gurus" by Business Week, is a sought-after corporate speaker and consultant and a former computer science professor at MIT.
He is the author of a seminal Harvard Business Review article entitled "Reengineering Work: Don´t Automate, Obliterate".
Dr Hammer is president of Hammer and Company, a management education and consulting firm.
JAMES CHAMPY, Chairman and CEO of CSC Index, is the leading authority on the implementation of business reengineering initiatives.
CSC Index is the management consulting firm that pioneered the development and practice of reengineering.
"Reengineering the Corporation is an important book that describes the principIes behind a new and systematic approach to structuring and managing work. Written in clear, readable prose, the book describes the what, the why and the how of business reengineering. Whether they are chief executives, functional executives or professionals, decision makers need to read this book."
(Peter Drucker)
"Business reengineering does not sound revolutionary, but it is.
Mike Hammer and Jim Champy explain why and show how it is done and they do it crisply and cogently.
If you want your business to survive you should read this book"
(Charles Handy, author of "The Age of Unreason")
"Reengineering the Corporation is an important book on an important subject.
It will be the compass and maps for the 21st century business world."
(John Sculley, Chairman & Chief Executive Officer, Apple Computer, Inc.)
"This book is an outstanding and important piece of work, and easily readable. I would urge "Reengineering the Corporation" on leaders in every company - if they are willing to challenge basic assumptions and embrace change.
The ´clean sheet of paper´ approach to radical redesign of key business processes is as important to market leaders as it is essential to failing enterprises.
In either situation the payoff is dramatic improvement in cost, quality, and customer satisfaction."
(Robert E. Allen, CEO, AT&T)
"Chock full of practical how-to´s and watch-out´s, this book by Mike Hammer and Jim Champy is for executives serious about substantial business improvement.
It offers detailed lessons for achieving effective business process management and redesign."
(Harvey Golub, CEO,American Express Company)
"Reengineering the Corporation - a Manifesto for Business Revolution", de Michael Hammer e James Champy, editado pela Harper Business.
Os autores começam, logo, por esclarecer: o termo já não é uma importação do Japão.
Nasceu genuinamente na América dos anos 90.
A tese é radical: não se trata de «melhorar» a velha ordem empresarial - "A reengenharia significa refazer tudo do princípio, recomeçar com o primeiro rablsco".
O último capítulo é particularmente útil, sistematizando os principais erros a evitar num processo deste tipo.
(Expresso, 19/06/1993)
This work is on the most important topic in business circles today - the radical redesign of a company´s processes, organization and culture to achieve a quantum leap in performance. Adam Smith work broke down into specialized tasks. Hammer and Champy explain that instead of tinkering with - or simply computerizing - an aspect of the work design, the answer is to radically redesign the whole process. Business re-engineering isn´t about fixing anything - it´s about starting again, about reinventing the nature of work and corporate structures from top to bottom. This book shows how some of the world´s premier corporations are re-engineering to save hundreds of millions of dollars a year, achieve unprecedented levels of customer satistfaction, and speed up and make more flexible all aspects of their operations. Re-engineering is the 90s what strategy was for the 70s and quality was for the 80s. After a decade of restructuring and downsizing, of cutting costs and capacity, managers need to rethink boldly to yield the dramatic improvements for companies, both big and small, to compete successfully in a changing world. | |
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