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Reengineering the Corporation Paperback – June 2, 1999

by Michael Hammer (Author), James Champy (Author)
4.0 4.0 out of 5 stars 19 ratings
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Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials)
Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials)
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Reengineering the Corporation, the international bestseller is the pioneering book on the most important topic in business circles today: reengineering--the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance. Michael Hammer and James Champy show how some of the world's premier corporations are reengineering to save hundreds of millions of dollars a year, achieve unprecedented levels of customer satisfaction, and speed up and make more flexible all aspects of their operations.
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  1. Print length
    256 pages
  2. Language
    English
  3. Publisher
    HarperBus
  4. Publication date
    June 2, 1999
  5. Dimensions
    7.98 x 5.29 x 0.61 inches
  6. ISBN-10
    088730687X
  7. ISBN-13
    978-0887306877
  8. See all details
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Editorial Reviews

Review

"... provides a simple, well-organized framework for even the uninitiated to pursue the process." -- -- Hans W. Becherer, Chairman, Deere & Company

"An important book that describes the principles behind a new and systematic approach to structuring and managing work..." -- -- Peter F. Drucker

"This book is an outstanding and important piece of work and easily readable." -- -- Robert E. Allen, CEO, AT&T

"An important book that describes the principles behind a new and systematic approach to structuring and managing work. . . Whether they are chief executives, functional executives, or professionals, decision makers need to read this book." -- -- Peter F. Drucker

"This book is an outstanding and important piece of work and easily readable. The payoff is dramatic improvement in cost, quality, and customer satisfaction." -- -- Robert E. Allen, CEO, AT&T

"This book not only does an outstanding job of introducing basic concepts involved in reengineering business processes but also provides a simple, well-organized framework for even the uninitiated to pursue the process." -- -- Hans W. Becherer, Chairman, Deere & Company

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.

Product details

  • Publisher ‏ : ‎ HarperBus; Edition Unstated (June 2, 1999)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 256 pages
  • ISBN-10 ‏ : ‎ 088730687X
  • ISBN-13 ‏ : ‎ 978-0887306877
  • Item Weight ‏ : ‎ 7.2 ounces
  • Dimensions ‏ : ‎ 7.98 x 5.29 x 0.61 inches
  • Customer Reviews:
    4.0 4.0 out of 5 stars 19 ratings

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Top reviews from the United States

  • Donald Mitchell
    5.0 out of 5 stars Good Summary of the Benefits of Fresh Thinking
    Reviewed in the United States on February 3, 1999
    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.
    39 people found this helpful
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  • MIMARENO
    4.0 out of 5 stars good read
    Reviewed in the United States on October 2, 2013
    Verified Purchase
    Portions of this were part of a curriculum that I was invested in and I enjoyed it. The book assisted me in my course work and was useful in my studies.
    One person found this helpful
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  • Alain Lipus
    5.0 out of 5 stars It's worth the attention, but not in a way you'll hear about
    Reviewed in the United States on August 16, 2000
    The very Bible of reengineering - perhaps the most heard attribute of the book I came upon. So, let's see the magic from inside. I'll be top manager in no time.
    Situation changes dramatically after you finish the book in a hurry, seeking for golden formulas and almost alchimistic knowledge. Then you talk to some friends that have made previous attachments to the book and you find out that they also are a bit disappointed about it. So the ground is set for the second round.
    The book itself is no revolution because all the things were known to almost everyone five years ago. But no one - and that is what this book has brought to life - thought about this postulates so differently. Why do you need a commercial specialist for field X in your company? Because it has always been here. OK. If the process should go that way, employ him in a different position. Have you gained anything? You have? Good. Now move on. When you come to the finish, everything may look much better, but also may not. That is the challenge of business.
    All good things are relatively simple and so is that book. The topics related are vast. I don't know them so good to recommend anything further. But change of thoughts caused by this book would suffice for some time.
    5 people found this helpful
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  • Syam Rajasekharuni
    5.0 out of 5 stars Great Reading
    Reviewed in the United States on August 1, 2000
    I have read this book first time when I did a course in Business Process Reengineering. It gave me a very good introduction to the subject, history of reengineering and how companies are affected by the three C's Customers, Competetion, Change. Then I have read Beyond Reengineering by the same author. There is no doubt , both are a must reading for every person/company who would like to survive working in today's competitive way of earning livelihood, doing business and keeping fit.
    It may sound, the Middle Managers / Supervisors are the most vulnerable group who are targets for change from the operational role perspective, in a BPR exercise.
    I came to know recently, that several BPR projects fail also due to lack of proper Knowledge Management in companies. Might be the authors would include effective knowledge management strategies in BPR projects in the future release of their books. Knowledge management in terms of managing tacit , explicit knowledge of a company is also important. When we are reengineering, we are also reengineering the knowledge(creation, (re)distribution, evaluation aspects of knowledge) of a company. Also aspects such as competetive intelligence is worth considering.
    5 people found this helpful
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  • John Campbell
    1.0 out of 5 stars ZEN SPEAK AND CANT PHRASES
    Reviewed in the United States on June 8, 2000
    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.
    16 people found this helpful
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