What is Business Process Reengineering?

Michael Hammer and James Champy in their book, Reengineering the Corporation. provide an excellent overview of business process reengineering. Included in the book are the rationale for reengineering, a definition of reengineering (what it is and isn’t), the core concepts of reengineering, the role of technology in reengineering, a description of the characteristics of reengineered processes, and a description of errors that lead to reengineering failures. The authors include many stories and examples from corporations who have successfully implemented reengineering.

Hammer and Champy (1993) define reengineering as “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed”. They describe five roles that emerge in reengineering efforts. These are leader, process owner, reengineering team, steering committee, and reengineering czar. The authors emphasize the importance of selecting and organizing the people who will be doing the reengineering work. The success or failure of the reengineering project can be dependent on the people who are selected to perform the various reengineering roles.

Hammer and Champy are less explicit in their description of the reengineering process. They utilize general statements and examples. The basic steps described in Hammer and Champy’s (1993) Reengineering the Corporation are making a “compelling argument for change” and describing “what the company needs to become” (p. 149), identifying the business’s processes, mapping the current process, prioritizing the processes, selecting the process to be redesigned, designating a process owner, selecting the reengineering team, understanding the what and why of the current process, benchmarking, redesigning the process, communicating the redesign, and implementing the redesign. The researcher incorporated many of the concepts presented by Hammer and Champy in the original model of the district’s reengineering process.

What is Business Process Reengineering?

Raymond L. Manganelli and Mark M. Klein (1994) in their book, The Reengineering Handbook, provide a step-by-step methodology for reengineering. The book begins with a historical perspective of reengineering and a framework for it. The methodology described by the authors is a five-step process-preparation, identification, vision, solution, and transformation. The book includes hints for success as well as a description of the most common reasons why reengineering efforts fail. Also included is a comparison of the authors’ methodology with other reengineering approaches. The information provided served as a resource for the researcher’s reengineering efforts, for the categorization of the data, and for the model of reengineering presented in this dissertation. The preparation stage equates to Hammer and Champy’s (1993) making a “compelling argument for change” and describing “what the company needs to become” (p. 149), designating the process owner, and selecting the reengineering team. The identification stage equates to Hammer and Champy’s identifying the processes, prioritizing the processes, and selecting the process. Hammer and Champy’s steps of mapping the current process, understanding the what and why of the process, and benchmarking may be found in Manganelli and Klein’s vision step. The technical and social design steps described by Manganelli and Klein equate to Hammer and Champy’s redesign phase. Finally Manganelli and Klein’s transformation stage incorporates Hammer and Champy’s communication and implementation steps. Manganelli and Klein’s work is a detailed how-to book on reengineering, while Hammer and Champy’s work provides a general overview of the process and leaves the details to the individual organization. The researcher’s original reengineering model was a compilation of information gained from the works of Manganelli and Klein (1994), Hammer and Champy (1993), and from a workshop conducted by Raymond Manganelli.

Read Post: http://www.marketingry.com/what-is-benchmarking-definitions-and-process/


Hammer, M., & Champy, J. (1993) Reengineering the corporation. New York: HarperBusiness.

Manganelli, R. L., & Klein, M. M. (1994). The reengineering handbook. New York: AMACOM.

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