Reengineering the Corporation: Manifesto for Business Revolution, A (Collins Business Essentials) by Michael Hammer & James Champy

Author:Michael Hammer & James Champy
Language: eng
Format: mobi
Publisher: HarperCollins e-books
Published: 2009-10-12T14:00:00+00:00

Choosing the Processes to Reengineer

Once processes are identified and mapped, deciding which ones require reengineering and the order in which they should be tackled is not a trivial part of the reengineering effort. No company can reengineer all its high-level processes simultaneously. Typically, organizations use three criteria to help them make their choices. The first is dysfunction: Which processes are in the deepest trouble? The second is importance: Which processes have the greatest impact on the company’s customers? The third is feasibility: Which of the company’s processes are at the moment most susceptible to successful redesign?

In looking for dysfunction, the most obvious processes to consider are those that a company’s executives already know are in trouble: broken processes. As a rule, people are clear about which processes in their companies need reengineering. The evidence is everywhere and generally hard to miss.

A product development process that hasn’t hatched a new product in five years can safely be said to be broken. If employees spend time typing data from a computer printout into a computer terminal or from one terminal into another, whatever process they’re working on is probably broken. If people’s work cubicle walls and their computer screens are papered with Post-it notes reminding them to fix this or look into that, the processes in which they’re involved are probably broken too.

Let’s look behind some of these symptoms of process distress or dysfunction to the diseases that usually cause them.

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