Beyond Reengineering: How the Process-Centered Organization by Michael Hammer

By Michael Hammer

Reengineering has captured the mind's eye of managers and shareholders alike, sending enterprises on trips of radical company remodel that experience already began to transfigure worldwide undefined. but other than incomes them advancements of their company functionality, the shift into more-process-centered agencies is inflicting basic adjustments within the company global, alterations that enterprise leaders are just now starting to comprehend. what's going to the revolutions ultimate legacy be? past Reengineering addresses this question, exploring reengineering's results on such parts as: Jobs: What does process-centering do to the character of jobs? What does a process-centered place of work believe like? Managers: what's the new function of the chief in a process-centered corporation? schooling: What talents are important within the process-centered operating global, and the way can younger or green employees organize? Society: What are the consequences of process-centering for employment and the economic climate as an entire? funding: What are the features of a profitable 21st-century company? an educated examine the most profound alterations to ever sweep the company global, past Reengineering is the enterprise handbook for the twenty first century.

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Extra resources for Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives

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It’s really just good communications. It also helps us learn. I know a lot more about underwriting and business, why we do certain things. I’ve been here twelve years now and hope to be here another twelve years. The main thing that has happened is that the work is a lot more satisfying because you are focused on customers and wanting to help them. I feel a sense of gratitude. The company is letting me do the best job that I can do. They have shown us confidence. I feel appreciated and am not just a number anymore.

The first of these is that jobs become bigger and more complex. One way to Beyond Reengineering / 35 appreciate this fact is through the use of an eggshell metaphor. The Industrial Age broke processes into series of small tasks. Think of these as the myriad fragments of an eggshell. To reassemble these fragments into an entire shell requires an enormous amount of glue—and when completed, the reassembled structure will be fragile, unstable, and ugly. Each ragged seam is a potential trouble spot.

When the well-designed process eliminates that bit of slack time—when, for instance, needed communications between engineers, marketing experts, and financial people are suddenly transformed into totally efficient electronic interactions—meetings become intense problem-solving sessions rather than stupefying time killers. The engineer may find himself working at full steam all day, all week, all year. This is a fine challenge for many twenty-four-year-olds. Many fortyfour-year-olds will find it exhausting.

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