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Beyond Re-Engineering: How the Process-centred Organization Is Changing Our Work and Our Lives Hardcover – 6 Jan 1997

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Product details

  • Hardcover: 256 pages
  • Publisher: HarperCollins Business; Reprint edition (6 Jan. 1997)
  • Language: English
  • ISBN-10: 000255643X
  • ISBN-13: 978-0002556439
  • Product Dimensions: 24.4 x 3.2 x 15.9 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (9 customer reviews)
  • Amazon Bestsellers Rank: 1,373,586 in Books (See Top 100 in Books)

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Product Description

Review

‘Better than reengineering. This is an extremely important book’
Tom Peters, author of In Search of Excellence

--This text refers to an out of print or unavailable edition of this title.

From the Back Cover

'Beyond Reengineering' is not about reengineering, it is about the shape of tomorrow’s businesses.

To succeed – or even to survive – in today’s global economy, companies must refocus and reorganize themselves around their core processes: the end-to-end sequences of tasks that create customer value. The process-centred organization signifies a complete break with the past and, as such, marks the end of the Industrial Revolution and of the organizations that were designed for it. It means the end of narrow jobs, supervisory management, traditional career paths and feudal cultures, and ushers in a new era of flexibility. For a world of process-centred organizations everything must be rethought: the kinds of work that people do, the jobs theym hold, the skills they need, the careers they follow, the roles managers play and the principles of strategy that companies follow.

Michael Hammer illuminates this new world in which all the familiar rules have been broken, and this helps people to prepare for a radically different business future.

“Hammer has done it again!”
Stephen R. Covey, author of 'The 7 Habits of Highly Effective People'

“I strongly recommend Beyond Re-engineering to learn how companies can organize for learning, value creation, and sustainable growth”
Robert S. Kaplan, Arthur Lowes Dickinson Professor of Accounting, Harvard Business School


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Customer Reviews

4.2 out of 5 stars
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Most Helpful Customer Reviews

4 of 4 people found the following review helpful By A Customer on 30 Oct. 1998
Format: Paperback
After going thru all the series of Michael's "state-of-the-art" books, I also applied some ideas and approaches while doing consulting work with my clients. However, it is not a happy ending for every case I consulted with in the real world. But to myself, I definitly believe in what Michael promoted all about - process thinking, process organizing - without any doubt. The "thing" we deliver to the customer, even we can say the reason why a comapny can exist is VALUE, not product, technology, or so-called "service". I know it's hard to define what VALUE means, but what I do believe is to delight the customers may represent they feel the value! By the way, Chapter 7 in the book - A Football Team is my favorite part, because I also use "Basketball team" to motivate my staff! And believe me, it does WORK!
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2 of 2 people found the following review helpful By A Customer on 20 Jan. 1998
Format: Hardcover
Michael Hammer's newest book, Beyond Reengineering, is a work in progress because it provides observations of a revolution that's only just begun. The "natural aristocracy" among leaders--as Thomas Jefferson would call them--are moving already from a procedure-based culture to a process-based culture; from micro to macro; from a microscopic view to a telescopic view. Procedure-based task analysis is gone. Process-related performance technology has replaced it. A sequel to his earlier book, Beyond Reengineering calls for rethinking of our most basic assumptions: "the kinds of work that people do, the jobs they hold, the skills they need, the careers they follow, the roles managers play, the principles of strategy that enterprises follow." The shift has carried Hammer with it, moving (as do all revolutionary movements) from the revolution of ideals, in which his key word was "radical," to the organized reworking of the underpining society, in which the key word is "process." Michael Hammer is not prescriptive but descriptive, showing where we're headed and what we're doing to get there.
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1 of 1 people found the following review helpful By A Customer on 2 Jan. 2002
Format: Paperback
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
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1 of 1 people found the following review helpful By A Customer on 21 Oct. 1996
Format: Hardcover
Hammer does an excellent job explaining the way companies should be operating in the new business environment. Those that learn to use his methods will be the survivors. Easy to read & very absorbing.
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4 of 5 people found the following review helpful By A Customer on 9 Mar. 1999
Format: Paperback
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
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