![]() ![]() ![]() If you really want to make re-engineering successful, he argued, you need a whole new type of organisation. He opened his own management-education firm, Hammer and Company, and worked on the idea of “the process enterprise”. Hammer never managed to repeat his success. Decisions can be made more quickly and problems resolved as soon as they crop up. When accessible data is combined with easy-to-use analysis and modelling tools, frontline workers-when properly trained-suddenly have sophisticated decision-making capabilities. Excellence in processes is what is going to distinguish successful organisations from the also-rans.” He added, mindful of the main beneficiaries of most novel business ideas: “Capability at helping companies to achieve process excellence is what's going to distinguish leading consulting companies from those sweeping up after the elephants.” Hammer, whose writing can be surprisingly vivid, once wrote: “A company that does not focus resolutely on its customers and the processes that produce value for its customers is not long for this world.” Process improvements come from “walking in the customer's shoes”, finding out what it is that customers really want, and then designing processes to meet that demand.īy 1997 Hammer had taken the view that: “Processes are the key organisational theme for companies in the 21st century. It was often blamed for the widespread lay-offs that became part of almost every company's radical redesign at that time. So popular was re-engineering that one survey in the 1990s showed it to have been adopted by almost 80% of Fortune 500 companies. ![]()
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