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on 30 October 1998
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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on 20 January 1998
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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on 2 January 2002
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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on 21 October 1996
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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on 9 March 1999
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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on 15 August 1999
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
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on 24 March 2010
Concepts within the book are extremely valuable but the presentation is a little bit old fashioned. There are very few visuals, no summary at the end of any section and no bullet point concepts. Very difficult to put together the earlier concepts with the later ones as a result. The book itself could do with following some of the customer value concepts it is trying to explain.
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on 4 September 1998
Work culture in old civilizations was professional. We had specialists who teach, who rule or manage, who do the business, who get the food, who makes the wooden articles for daily use and this list is unending. All these processes are independent and all the workers are independent. They have to plan and manage all the activities they undertake. I don't have sufficient information but this is true in every civilization the world has seen before it emerged into a complex web for man. With organizations becoming diverse and complex the systems they establish for running the organizations need continuous change and they need to adopt new strategies and they have to change the work culture, management strategy etc. Michael Hammer, who defined Reengineering the organizatoin now came with a brilliant explanation of the consequences of reengineering and the strategies necessary to meet the consequences. The industrial revolution and scientific management saw division of work into different tasks and making people responsible for tasks and thus making them experts of individual tasks. We saw expert engineers, expert managers who are experts in their own area of work. The basic principle was, if each task is taken care of by involving experts for the task, the end will take care of itself. But with increase in market demands and competition in all industries, this principle stopped paying dividends. The quality was going down so also the productivity because over the years, the workers were working in the same limited domain and they don't have any way to express his abilities. The worker started feeling frustrated and disowning the activities he was doing. Now the world is in such a complex situation where we cannot apply the principles of scientific management. We need people who can think of entire process of a product or service being developed and reaching the ultimate customer or expected user. With evolution of technology and use of different tools for flow of information within the organization and across the organizations, the modern worker needed more than what a specialist required. The world started looking back to a situation of ancient economies where we had the artisans who can manage entire cycle of his activity. In current work, this situation was explained with great vision. Michele Hammer explained new strategies necessary for work, management, enterprise etc. and this book can be used as a practical guide for people at different levels. I was inspired by the thoughts relating to work and management because these thoughts are not only at conceptual strategies but also at the level of actual work and management.
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on 13 November 2014
good training info
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