Beyond Reengineering

How the Process-Centred Organization is Changing Our Work and Our Lives

Michael Hammer

Publisher: HarperCollins, 1988, 285 pages

ISBN: 0-00-638711-X

Keywords: Management

Last modified: Aug. 1, 2021, 5:27 p.m.

To succeed — or even to survive — in today's global economy, companies must refocus and reorganize themselves around their core processes: the end-to-end sequences of tasks that create customer value. The process-centered organization signifies a complete break with the past, and as such, marks the end of the Industrial Revolution and of the organizations that were designed for it. It means the end of narrow jobs, supervisory management, traditional career paths and feudal cultures, and ushers in a new era of flexibility. For a world of process-oriented organizations everything must be rethought: the kinds of work that people do, the jobs they hold, the skills they need, the careers they follow, the roles managers play and the principles of strategy that companies follow.

Mikael Hammer illuminates this new world in which all the familiar rules have been broken, and helps people to prepare for a radically different business future.

  • Part I Work
    1. The Triumph of Process
    2. Voices from the Front Lines (I)
      • Deborah Phelps of Showtime
      • Bob Rankin of GTE
      • Diane Griffin of Aetna
    3. From Worker to Professional
    4. Yes, But What Does It Mean for Me?
      • Will I Succeed in This New World of Work?
      • How — and How Much — Will I Be Paid?
      • What Title Will I Have
      • What Sort of Future Can I Expect?
  • Part II Management
    1. From Manager to Process Owner
      • Design
      • Coaching
      • Advocacy
    2. What Is Business Anyway?
      • Principle 1: The Mission of a Business Is to Create Value for Its Customers
      • Principle 2: It Is a Company's Processes That Create Value for Its Customers
      • Principle 3: Business Success Comes from Superior Process Performance
      • Principle 4: Superior Process Performance Is Achieved by Having a Superior Process Design, the Right People to Perform It, and the Right Environment for Them to Work In
    3. What's Football Got to Do with It?
    4. The End of the Organizational Chart
    5. Voices from the Front Lines (II)
      • Bob McMillan of Progressive Insurance — Process Owner
      • Jim Marr of Texas Instruments — Coach
      • Emmanuel Kampouris of American Standard — Business Leader
  • Part III Enterprise
    1. The Soul of a New Company
    2. Corporate Jericho
    3. Rethinking Strategy
    4. The Process of Change
  • Part IV Society
    1. What I Tell My Children
    2. Picking Tomorrow's Winners
    3. Utopia Soon or Apocalypse Now?


Beyond Reengineering

Reviewed by Roland Buresund

Bad ** (2 out of 10)

Last modified: May 21, 2007, 2:54 a.m.

This is Hammer's try to explain why BPR didn't work at the first try. Wastebasket material.


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