I had a reference about this book, so I only confirmed that is right one.
This book is a must read if you have read REENGINEERING THE CORPORATION, plan to do any reengineering, or are considering making any useful change in your organization. Although ostensibly about how to do reengineering better, this book is really about making successful change. I found it to be a helpful and accurate perspective on organizational change, and far superior to REENGINEERING THE CORPORATION. That book promised too much, as sometimes happens with books that are heavily rewritten by others (one business book writer pointed out that 9 out of 10 best selling business books are ghost written by one of two people in the last 10 years, and that REENGINEERING THE CORPORATION was one of them). If you are thinking of reading REENGINEERING THE CORPORATION, I recommend that you read REENGINEERING MANAGEMENT instead. This book deals with people, while REENGINEERING THE CORPORATION seems at times to be dealing with a broken pocket watch instead. If you are in a change...
When written 20 years ago, this book was radical in thought and premise. The flattening of organizations, dissemination of the decisionmaking process, empowerment, education and the manager as facilitator rather than overseer was just beginning to emerge. 20 years later, much of the reengineering espoused in the book is commonplace, but much remains to be done.
James Champy takes on reengineering management processes in this 200 page classic. Focusing on mobilizing, enabling, defining, measuring, and communicating with the workforce, Champy's view is almost that of the servant leader coupled with the visionary one. By providing this level of employee participation and empowerment, it allows business process reengineering to perpetuate, and the organization to evolve in terms of process and customer satisfaction.
Noticibly absent, however, is a good discussion of the change management aspects of the reengineering process. While one will argue that the entire...
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