search query: @author Hammer, M. / total: 9
reference: 7 / 9
| Author: | Hammer, M. |
| Title: | Reengineering work: don't automate, obliterate. |
| Journal: | Harvard Business Review
1990 : JUL-AUG, VOL. 68:4, p. 104-112 |
| Index terms: | CORPORATE CULTURE TECHNOLOGICAL CHANGE PERFORMANCE MEASUREMENT ORGANIZATIONAL CHANGE |
| Language: | eng |
| Abstract: | Every company operates according to a great many unarticulated rules. Reengineering strives to break away from the old rules about how business is organized and conducted. It involves recognizing and rejecting some of them and then finding new ways to accomplish work. Japanese competitors and young ventures prove every day that drasti improvement of performance is possible by reengineering. Some large companies also show what can be done. Ford Motor Company and Mutual Benefit Life Insurance have reengineered their processes and achieved competitive leadership as result. The reengineering processes of Ford and MBLI are shown and evaluated. |
SCIMA