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Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials) Paperback – October 10, 2006

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Editorial Reviews

About the Author

Dr. Michael Hammer is the leading exponent of the concept of reengineering. He was named by BusinessWeek as one of the four preeminent management gurus of the 1990s and by Time as one of America's 25 Most Influential Individuals. He lives in Massachusetts.



James Champy is chairman of Perot Systems consulting practice. He is a leading authority on organizational change and development and business strategy. He lives in Massachusetts.

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Product Details

  • Series: Collins Business Essentials
  • Paperback: 272 pages
  • Publisher: HarperBusiness; Rev Upd edition (October 10, 2006)
  • Language: English
  • ISBN-10: 0060559535
  • ISBN-13: 978-0060559533
  • Product Dimensions: 5.3 x 0.6 x 8 inches
  • Shipping Weight: 7.8 ounces (View shipping rates and policies)
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (65 customer reviews)
  • Amazon Best Sellers Rank: #37,060 in Books (See Top 100 in Books)

Customer Reviews

Most Helpful Customer Reviews

37 of 43 people found the following review helpful By Donald Mitchell HALL OF FAMETOP 500 REVIEWERVINE VOICE on February 3, 1999
Format: Paperback
This book's subject is the popularized version of the business concept of management process design. Making that concept more accessible is a very useful contribution. The downside of this book is that many people have assumed that it teaches you everything you need to know to do management process design, or to reengineer key processes. That, alas, is not true. If you find the subject of process design or reengineering to be of interest, I suggest that you first read James Champy's excellent book, REEENGINEERING MANAGEMENT. That book is a good template for how to make any beneficial change in an organization, including reengineering. Then, if you want to get fired up to make major changes, use REENGINEERING THE CORPORATION as a way to create passion about the subject for yourself. But do remember, you may not even have all the processes you need, so reengineering is not the only answer. For example, what is the management process that your company uses to improve its stock market valuation? If you are like most, you do not even have an effective process for stock price enhancement. So be sure to see if you have processes where they will do you the most good.
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14 of 16 people found the following review helpful By A Customer on July 26, 1997
Format: Paperback
"Reengineering the Corporation" was THE management book for the early to mid 90's. Many companies, including my own, adopted the Reengineering philosophy. The book implants basic management principles of process redesign. Specifically, the book encourages business leaders to examine their core processes (e.g. the order fulfillment process). Then, starting with a clean sheet of paper, the book encourages a redesign of those processes to their maximum efficiency. A critical theme throughout the book was employee ownership of processes.

In fairness to those that have been involved in process redesign, Hammer and Champy's book does not introduce new management concepts. Rather, it packages the process redesign concept very nicely.

The book is a very easy read, including many examples of companies that have successfully reenginered core processes.

I would recommend this book to two groups. If you are a manager unfamiliar with process redesign or Total Quality Management, I would recommend this book for you. If you are a student studying business, I would strongly recommend this book. As an MBA student, I have used quotes from this book on numerous occasions.

On a final note, James Champy does admit in a later publication, that reengineering has failed in many companies (Reengineering Management). But, the concepts are sound and the examples are moving.

Overall, it is a solid business tool.

Reviewed by Jay A. Goklani
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17 of 21 people found the following review helpful By Eric Kassan VINE VOICE on April 6, 2004
Format: Paperback
This book has some great ideas, particularly the idea to take a fresh look at processes. For any established process, it's likely that enough has changed since the process was born that the process is no longer the best way to get from the beginning to the result. This book is well written and easy to read and the examples are especially useful in illustrating the major benefits of reengineering.
Unfortunately, many of points are not as well-thought out. For example, the book advocates building teams around discrete processes but fails to realize that this just moves companies from horizontal silos to vertical silos. These vertical silos cause different but still serious problems. Also, the book mentions the critical role of Information Technology, but fails to realize that they can often lead reengineering efforts because if they have a solid knowledge of the business and new technologies they are in the best position to see the new possibilities. Another confusing area is that book indicates certain problems that should be overcome in an initial reengineering project such as functional departments and lack of understanding of reengineering continue to be problems for subsequent reengineerings.
Many of the questions that are not answered in this book are answered in John Case's "Open-Book Management". Open-Book Management and Reengineering have many things in common including empowered workers, performance measured by results, and coaching managers, but Open-Book management does a much better job of explaining what really drives these changes and how they can best be aligned.
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14 of 18 people found the following review helpful By A Customer on June 7, 2000
Format: Paperback
I think people should read this book because for better or for worse, it has defined the way big business acted in the mid and late 90's. However, it suffers from the same vices that a lot of business books do: over-the-top, breathless panting writing style, exaggerated claims (like this book transcends Adam Smith), too much jargon and neologism, and covering the very real downsides of reengineering with euphemism or omission. The authors argue that American business is lagging because its processes are too bureaucratic and mired in the past. They believe that businesses must junk old processes completely by taking advantage of new information technology. This is alright as far as it goes: why employ elevator operators in automated cars and firemen on diesel locomotives if they are no longer useful there? However, the authors do not concede until almost the very end that reengineering can cost jobs (many, many jobs) and increase the stress of those still working. They are also not particularly helpful to managers who have just had to lay off legions of workers and now face a wopping morale and credibility problem. Instead, they offer much zen-speak about "vision" and "cases for action." The case studies selected for reengineering were particularly depressing examples of pod people speak. Organizations don't change, they undergo a "paradigm shift." People don't have thoughts or ideas, they have "visions." And they never agree, they always "sign on", "get on board" or achieve "alignment." What big business really needs to reengineer is its writing and speaking styles. Like the weather, women's fashions, and other management fads (remember Total Quality Management?), reengineering will have its day in the sun and then fade away. Nonetheless, read the book for its influence rather than its educational or entertainment value.
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