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 redecorate that experience already all started to transfigure worldwide undefined. but apart from incomes them advancements of their enterprise functionality, the shift into more-process-centered corporations is inflicting primary adjustments within the company international, adjustments that enterprise leaders are just now starting to comprehend. what's going to the revolutions ultimate legacy be? Beyond 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 office suppose like?

Managers: what's the new position of the chief in a process-centered corporation?

Education: What talents are important within the process-centered operating international, and the way can younger or green employees arrange?

Society: What are the consequences of process-centering for employment and the economic system as an entire?

Investment: What are the features of a winning 21st-century company?

An educated examine probably the most profound alterations to ever sweep the company global, Beyond Reengineering is the company handbook for the twenty first century.

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

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This is not just an abstract desire, it is an absolute requirement. Traditionally, an engineer needed only to be an engineer, a sales rep only a sales rep, a production worker that and nothing else. The operating assumption was that if everyone took care of his or her piece, the result would take care of itself. We have learned that this is dangerously false and that in reality no one was taking care of the end result. In the process-centered company, everyone must. The engineer working on product development must still be an engineer, but, more than that, he or she must also understand marketing, production, customer service, and everything else associated with developing a product—and how they dovetail.

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 recurring themes here are apparent. Deborah Phelps, Bob Rankin, and Diane Griffin have all moved from performing narrow tasks to positions where they perform an entire process and where they are measured not by the number of things they do but by the caliber of their results. Their new jobs are more complex, but they also have more control over how they organize their work and what they do all day.

On their farms and in their cottages, however wretched the conditions, people saw the outcome and knew the purpose of their labor, and it helped give them a sense of identity. They knew the full cycle of tasks and their own relationship to the result. Performing an isolated task cannot provide the gratification that comes from closure and a sense of contribution. When the fruit of one’s labor is visible, the laborer feels intimately connected to it. Paint a wall and you step back to look, not only to check for missed patches but also to enjoy the sense of accomplishment that comes from the result—not from mixing the paint or cleaning the brushes.

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