![]() Process redesign initiatives, of course, had existed on the management scene long before "reengineering" came along. In that scant time hundreds of companies had leapt onto the bandwagon of BPR: the radical redesign of corporate processes (from order-taking to procurement, from product development to customer service) with the goal of dramatic breakthroughs in performance. Champy's book, Reengineering the Corporation: A Manifesto for Business Revolution, had become a runaway bestseller. This was only eight years after they had coined the word "reengineering," and only three years after Dr. ![]() ![]() Beginning in 1995, the three most influential founders of business process reengineering (BPR) - former Massachusetts Institute of Technology professor Michael Hammer, then-University of Texas professor Thomas Davenport, and James Champy, then-president of the consulting firm CSC Index - all issued public apologies. The management fad with the greatest reputation for arrogance is also the one most prone to mea culpas by its leaders. ![]()
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