We specialize in hard to find items
All Categories
The Reengineering Revolution: a handbook
Share Tweet
*Price and Stocks may change without prior notice
*Packaging of actual item may differ from photo shown
- Electrical items MAY be 110 volts.
- 7 Day Return Policy
- All products are genuine and original
About The Reengineering Revolution: A Handbook
Product description Reengineering the Corporation has swept through corporate America with a force unprecedented in recent years. Hailed by Business Week as "the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence," the book has appeared on virtually every bestseller list, including a six-month run on The New York Times list. Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties. In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires. Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises. From Library Journal In this sequel to Hammer and James Champy's Reengineering the Corporation: A Manifesto for Business Revolution (HarperBusiness, 1993), Hammer and his current coauthor, Stanton, focus on the experiences of organizations that implemented reengineering concepts. They emphasize the lessons learned along with the successes, traps, and failures associated with implementing reengineering efforts. The authors include useful case studies as well as a self-assessment tool to determine if the organization is ready to rethink work processes and find better ways of doing work. They pay much attention to the role of top leadership and the type of team needed for successful organizational change. Theirs is a practical and readable treatise that clearly explains how to apply and institute a reengineering program in a range of organizations. Highly recommended for all types of libraries with business collections. Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn. Copyright 1995 Reed Business Information, Inc. Review "Reengineering is a must. Most reengineering programs fall far short of their potential. In this brilliant and readable handbook, the father of reengineering explains what's gone wrong--and how to set it right. This is a wise book and genuine page-turner."--Tom PetersA 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. Excerpt. © Reprinted by permission. All rights reserved. Introduction A Guide to the Revolution When Reengineering the Corporation was published in 1993, no one suspected how prophetic its subtitle would turn out to be. But by mid-1994, reengineering was in full cry around the world, and it seemed fair to say that the book was indeed A Manifesto for Business Revolution. In the year and a half after publication, more than 1.7 million copies were sold worldwide, including some three-quarters of a million in the United States and a quarter-million in Japan. The book has been translated into nineteen languages, including Finnish, Hebrew, and Thai. But people have not just been reading about reengineering--they have also been doing it. Two of the "Big Six"--the major accounting and consultancy firms--conducted separate studies in 1994 and reached virtually identical conclusions: that between 75 and 80 percent of America's largest companies had already begun reengineering and would be increasing their commitment to it over the next few years. A leading market research firm has estimated that U.S. corporations would spend more than $7 billion on reengineering in 1994. This figure includes only expenditures for personnel and consulting services; if required technology investments are included, the figure balloons to over $30 billion. These figures are expected to grow by 20 percent per annum for the next three years. These extraordinary numbers are mirrored in our own business, that of preparing people for the revolution through education and training. Over the last three years, we have trained more than 10,000 people from more than a thousand of the world's leading corporations in the techniques of reengineering. Whether they are just reading about it or actually doing it, everyone seems to be talking about it. "Reengineering" has gone from being a neologism to a standard entry in the business lexicon. The term has become so prevalent that it's no longer enclosed in quotes; it is so established in our daily vocabulary that few authors who use it feel a need to define it. And use it they do. It's nearly impossible to pick up a business publication without encountering an article on the subject. The number of articles with "reengineering" in the title increased from 10 in 1990 to well over 800 in 1994. The Lexis/Nexis electronic database of the daily press contains over 5,000 references to "reengineering" during a six-month period in 1994. Perhaps the most authoritative certification that a new phenomenon has become part of the culture is its appearance in comic strips. For this, the ultimate accolade, please see below. DILBERT reprinted by permission of UFS, INC.
