Based on an international study of best practices in all major aspects of re-engineering, this text aims to increase the reader's understanding of the distinctive set of practices that correlate casually with business process re-engineering success. It addresses the significant planning and control aspects of a business process improvement project - for example, the how and why of team building, process selection, change management, process visioning, use of tools, linkage to business strategy, assessment competition and the voice of the customer. For each planning and control aspect, the book captures the practices and approaches employed by the most successful companies.
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4.0 out of 5 stars
Sorting Wheat from Chaff in the Re-engineering craze,
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This review is from: Best Practices in Reengineering: What Works and What Doesn't in the Reengineering Process (Hardcover)
Improve the effectiveness of your reengineering efforts by creating transparency about the process throughout the firm, communicating effectively, selecting the best processes for reengineering and following other best practices.
By some estimates, two out of three attempts to reengineer companies fail to deliver the expected results. There are many ways to go wrong in the reengineering process, including incomplete communication, flagging managerial support and attempting to reengineer too many processes at once. The authors of this book studied the successful efforts of forty-seven companies to discover what they had done right. Out of their research, they have compiled a compelling list of best practices to guide a reengineering effort. Below is a sample of their best practice rules: · Recognize and articulate an "extremely compelling" need to change. This could include a need to become more competitive, gain market share, or adapt to regulatory changes. · Begin with and maintain top-level management support. Executives must have a commitment to the reengineering effort in order to carry the vision into day-to-day operations. · Understand the firm's readiness to change. Make plans to face resistance to change. · Communicate effectively to create buy-in. Don't let your employees find out about changes through the rumor mill. Create transparency in the change process.
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