Book : Re-engineering the Corporation : A Manifesto for Business Revolution
Author: Michael Hammer, James Champy
Business is all about taking the right risk for
profits. Business is run by people and needs processes and guidelines for
controls. Business processes needs re-engineering based on the organisations
vision and appetite. The re-engineering 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. Re-engineering 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. As such,
re-engineering underpins every attempt to seize and maintain a true competitive
advantage. I found the following as the key from the book.Chapter – 1: The reengineering Concept
- Re-engineering 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.
- Re-engineering 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
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 re engineered 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 Re-engineered corporation
- Re-engineering 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.
- Re-engineering is never focused on fixing old processes. Re-engineering is focused on breakthroughs – quantum leaps forward
Companies enjoy the benefits of centralized purchasing power and decentralized operations.
Chapter – 2: The Characteristics of A Re-engineered corporation
- Re-engineering 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.
- Re-engineering is never focused on fixing old processes. Re-engineering is focused on breakthroughs – quantum leaps forward
Chapter – 3:
Re-engineering Case Studies
Successful re engineering programs undertaken by
large and small corporations in the past have these common themes:
- A focus on processes rather than organizational boundaries.
- The drive to create
breakthrough performance.
- A willingness to break with old traditions and rules.
- The creative use of
new information technology.
Every company’s re-engineering program must be
unique if it is to achieve anything substantial. There are no
guaranteed-to-work or step-by-step prescriptions that can be followed in
re-engineering.
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.
Re-engineering 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
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.
Re-engineering 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
