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Reengineering the Corporation: A Manifesto for Business Revolution Hardcover – May 1993

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--This text refers to the Paperback edition.

Product details

  • Hardcover: 256 pages
  • Publisher: HarperBusiness; Stated First Edition edition (May 1993)
  • Language: English
  • ISBN-10: 0887306403
  • ISBN-13: 978-0887306402
  • Product Dimensions: 2.5 x 16.5 x 24.1 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Bestsellers Rank: 426,100 in Books (See Top 100 in Books)

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Product Description


"May well be the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence" -- Business Week --This text refers to the Paperback edition.

From the Publisher

Already a classic this international bestseller which has sold more than 1 million copies has now been revised and updated for the New Economy Hammer and Champy helped to create, describing how the radical redesign of a companyUs processes, organisation and culture can achieve a quantum leap in performance. This new edition contains an entirely new set of case studies with a focus on three well known companies - Duke Power, IBM and Deere, whose leadership positions at the end of the 1990s are due in no small part to the success of their reengineering programmes.

In the 1990s, reengineering was implemented in the back office, the factory and the warehouse. For the new century it is being applied to the front office and the revenue producing side of the business:-

Business Week dubbed the implementation of e-commerce, "e-engineering". The Internet demands new ways of working, and reengineering is the tool that can create them.

The new wave of reengineering is breaking down the walls that separate corporations from each other. Processes do not stop at corporate doorsteps. Product development, planning and many other processes are really inter-enterprise in nature; entailing work by both customer and supplier. The Internet facilitates the reengineering of these inter-corporate processes by allowing information to be shared across corporate boundaries. --This text refers to the Paperback edition.

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First Sentence
Not a company exists whose management doesn't say, at least for public consumption, that it wants an organization flexible enough to adjust quickly to changing market conditions, lean enough to beat any competitor's price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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19 of 21 people found the following review helpful By A Customer on 3 Dec 2001
Format: Paperback
I highly recommend this easy-to-study book to anyone related with business and interested in management. Open-minded people will gain more, but all will broaden their horizons. Ask from your colleagues, employees, managers, friends, to read it ... and then take actions. It is a book that may motivate you to rethink of your business, to radically improve the way you work, to reengineer your organization and lead it to success. At this point I would like to mention that although I am not a fun of static & strictly defined processes given the dynamic and complex business environment, I still believe that processes is of outmost importance to most organizations, thus I highly recommend this book.
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1 of 1 people found the following review helpful By Peter Johnston on 6 Sep 2014
Format: Paperback Verified Purchase
Although old, this is very readable and still relevant in its principles and many methodologies. It makes sure that even if you are creating a modern democratic company, you get the systems thinking right.
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Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 61 reviews
37 of 43 people found the following review helpful
Good Summary of the Benefits of Fresh Thinking 3 Feb 1999
By Donald Mitchell - Published on Amazon.com
Format: Paperback
This book's subject is the popularized version of the business concept of management process design. Making that concept more accessible is a very useful contribution. The downside of this book is that many people have assumed that it teaches you everything you need to know to do management process design, or to reengineer key processes. That, alas, is not true. If you find the subject of process design or reengineering to be of interest, I suggest that you first read James Champy's excellent book, REEENGINEERING MANAGEMENT. That book is a good template for how to make any beneficial change in an organization, including reengineering. Then, if you want to get fired up to make major changes, use REENGINEERING THE CORPORATION as a way to create passion about the subject for yourself. But do remember, you may not even have all the processes you need, so reengineering is not the only answer. For example, what is the management process that your company uses to improve its stock market valuation? If you are like most, you do not even have an effective process for stock price enhancement. So be sure to see if you have processes where they will do you the most good.
14 of 16 people found the following review helpful
Though old concepts, it is an easy read and a solid tool. 27 July 1997
By A Customer - Published on Amazon.com
Format: Paperback
"Reengineering the Corporation" was THE management book for the early to mid 90's. Many companies, including my own, adopted the Reengineering philosophy. The book implants basic management principles of process redesign. Specifically, the book encourages business leaders to examine their core processes (e.g. the order fulfillment process). Then, starting with a clean sheet of paper, the book encourages a redesign of those processes to their maximum efficiency. A critical theme throughout the book was employee ownership of processes.

In fairness to those that have been involved in process redesign, Hammer and Champy's book does not introduce new management concepts. Rather, it packages the process redesign concept very nicely.

The book is a very easy read, including many examples of companies that have successfully reenginered core processes.

I would recommend this book to two groups. If you are a manager unfamiliar with process redesign or Total Quality Management, I would recommend this book for you. If you are a student studying business, I would strongly recommend this book. As an MBA student, I have used quotes from this book on numerous occasions.

On a final note, James Champy does admit in a later publication, that reengineering has failed in many companies (Reengineering Management). But, the concepts are sound and the examples are moving.

Overall, it is a solid business tool.

Reviewed by Jay A. Goklani
17 of 21 people found the following review helpful
Some great ideas, but not thoroughly thought-out 6 April 2004
By Eric Kassan - Published on Amazon.com
Format: Paperback
This book has some great ideas, particularly the idea to take a fresh look at processes. For any established process, it's likely that enough has changed since the process was born that the process is no longer the best way to get from the beginning to the result. This book is well written and easy to read and the examples are especially useful in illustrating the major benefits of reengineering.
Unfortunately, many of points are not as well-thought out. For example, the book advocates building teams around discrete processes but fails to realize that this just moves companies from horizontal silos to vertical silos. These vertical silos cause different but still serious problems. Also, the book mentions the critical role of Information Technology, but fails to realize that they can often lead reengineering efforts because if they have a solid knowledge of the business and new technologies they are in the best position to see the new possibilities. Another confusing area is that book indicates certain problems that should be overcome in an initial reengineering project such as functional departments and lack of understanding of reengineering continue to be problems for subsequent reengineerings.
Many of the questions that are not answered in this book are answered in John Case's "Open-Book Management". Open-Book Management and Reengineering have many things in common including empowered workers, performance measured by results, and coaching managers, but Open-Book management does a much better job of explaining what really drives these changes and how they can best be aligned.
4 of 4 people found the following review helpful
Myth and Reality 2 Oct 2000
By Tansu Demir - Published on Amazon.com
Format: Paperback
This book is about re-engineering that aims at changing organizations in a radical way in the expectation that organizations will gain important advantages in terms of quality, service, efficiency and speed. The assumption of re-engineering is that all organizations are organized according to the principles of functional structure and this structure is the main reason of all problems faced by organizations. In this context, re-engineering is presented as a remedy to all problems of firms thanks to its techniques.
According to the authors, organizations must be structured by processes. Firs of all, the important processes must be understood and must be recreated in order to meet customers need and wants efficiently and effectively. Some problems are assumed common for all organizations and believed that all organizations face same kind of problems, accordingly package solutions are offered. I think that firstly, an organization should understand its problem and after produce the solutions to carry out its problem. Without understanding the problem and its real roots correctly, solutions offered can not be permanent and are subject to recurrence. In this book, Information technology is accepted as a "GOD" who can solve all problems.
This great management tool ! is presented as an antithesis to Total Quality Management. TQM is denounced because of its Japan origin. At the same time, Re-engineering opposes to Adam Smith and his narrow "division of labor" concept. By using IT, organizations can demolish the negative impacts of strict division of labor according to the authors. Authors decry the routine work performed by employees because of its alienation effect and so develop an emotional sense but does not care the products of re-engineering projects such as unemployment - a great contradiction - .
Basically, this book is based on the experiences of authors in organizations they served as advisors.If you look at recent articles of Hammer, you can easily see that Hammer works to put re-engineering into the conventional structure of organizations and meanwhile emphasizes the human side of organizations. If you would like to read this book, read it. But you must be the devils advocate in order not to be entrapped by rhetoric.
7 of 8 people found the following review helpful
Excellent overview of Business Process Reengineerng 22 May 1996
By A Customer - Published on Amazon.com
Format: Hardcover
This book is a must read for anyone from general managers to college students who are considering a business career. As a professional recruiter for Fortune 500 companies, I strongly recommend that you NOT come to the job search market today without proof of your skills in process reengineering on your resume. This book is an excellent start in developing an ability to look critically at your business
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