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Beyond Reengineering: How the Process-Centered Organization by Michael Hammer

By Michael Hammer

Reengineering has captured the mind's eye of managers and shareholders alike, sending enterprises on trips of radical enterprise remodel that experience already all started to transfigure international undefined. but other than incomes them advancements of their enterprise functionality, the shift into more-process-centered businesses is inflicting primary alterations within the company global, adjustments that company leaders are just now commencing to comprehend. what's going to the revolutions ultimate legacy be? past Reengineering addresses this question, exploring reengineering's results on such components as: Jobs: What does process-centering do to the character of jobs? What does a process-centered place of work consider like? Managers: what's the new function of the chief in a process-centered corporation? schooling: What talents are important within the process-centered operating international, and the way can younger or green staff organize? Society: What are the consequences of process-centering for employment and the economic climate as an entire? funding: What are the features of a profitable 21st-century company? an educated examine some of the most profound adjustments to ever sweep the company international, past Reengineering is the company guide for the twenty first century.

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Formerly performed by three specialists, all three tasks are now performed by one person—a customer care advocate. When three people are involved, there is a need for coordination, communication, and checking; not so when one person is involved. Even when one person cannot perform an entire process, it is still possible to have every person who is involved in the 36 / Michael Hammer process understand it in its entirety and focus on its outcome. When people appreciate the larger context of their work they do not work at cross purposes with others engaged in the same process.

A professional is an independent human being. Once provided with knowledge and a clear understanding of the goal, professionals can be expected to get there on their own. At Nordstrom’s, sales personnel working the department store floor are treated as professionals and expected to follow one basic rule: Use your best judgment in all situations. At Nordstrom’s, sales personnel are not automatons, preprogrammed to carry out tightly specified orders. In a world of constant change, no possible set of orders, no library of guidelines, could be comprehensive enough to cover every circumstance.

He reported to the director, and the director reported to the vice president. At no point would anyone speak to anyone else unless they were directly above them. You really had to follow the chain of command. For the first year, I didn’t think my department head knew who I was because we never spoke. It was the classic organization where you didn’t cross any lines and you spoke only to the person you reported to. Other people in my area also did collections, but we had no interaction. They didn’t work on my accounts, and I didn’t work on theirs.

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