Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives

by Michael Hammer

The coauthor of Reengineering the Corporation offers insights into the consequences of today's process-centered reengineering that marks the end of the Industrial Revolution. This book is required reading for executives and front-line workers, for students and investors, for everyone who wants to be prepared for the new world that is at our doorstep.

Genres: Business, Management, Nonfiction

304 pages, Paperback

First published January 1, 1996

Reviews

[Michelle · Rating 5 out of 5]

I read this book for my day job.

That being said, you know a book is excellent when you're getting new ideas in the middle of reading it and this one did that in spades.

[Matthew Kelly · Rating 5 out of 5]

In traditional, task-oriented corporations, closely supervised drones perform isolated functions, at a slow, inflexible pace.

According to Hammer (Reengineering the Corporation), in a forward-looking, process-oriented organization, the employee-as-a-professional acts like a self-manager who is responsible for work that is interdependent.

This book uses case histories to prove the point made in his previous book about transitioning companies from product to process focus. Examples include Showtime Networks, GTE Corp., American Standard, Aetna Life, the state of California, and General Electric. Reengineering has an influence on job definition, remuneration, leadership, and planning.

Managing competitively requires managers to become familiar with this book, which introduces readers to tips on spotting and eliminating non-value-adding busywork, tapping workers' creativity and resourcefulness, and turning employees into entrepreneurial team players.

[Edisom Rogerio A Hott · Rating 5 out of 5]

Clássico livro de Michael Hammer. Publicado em 1996. Faz referência à segunda metade da década de oitenta quando grande empresas como a Ford Company, a Texas Instruments, a Taco Bell dentre outras fizeram a reengenharia e melhoraram o seu desempenho, disseminando a ferramenta no meio empresarial. Agora, entende que deve se dar ênfase à gestão dos processos, fazendo as empresas deixarem de ser "tasks-organizations" e passarem a ser "process-organizations".

[Mike Sanders · Rating 3 out of 5]

Doesn't claim too much that's wrong, just that the second and third order effects don't ring true at all. Hammer's work has been vindicated in content, but not in reference to him as it's prophet