Reengineering Management

More than two years after the publication of Reengineering the Corporation, thousands of companies large and small have undertaken the mission of reengineering, sparking a transformation in millions of working lives. Yet, as the reengineering spreads throughout the world economy, a now-familiar pattern seems to have emerged. Too often, reengineering stops at the upper echelons of corporations, and managerial levels remain unchanged or resistant to the reengineering process. As a consequence, the task of reengineering is stopped in its tracks., and the anticipated benefits are never achieved.

After working with dozens of companies in the throes of reengineering, Jim Champy is uniquely qualified to write the book that brings management fully into the reengineering revolution. In Reengineering Management, Champy provides the guidelines managers need to lead, organize, inspire, deploy, measure, and reward the new work reengineering creates.

In the early 1990s, corporations changed from owner leadership to professional managers who began to run companies like controllable, predictable machines. Now that corporations have taken pains to reengineer their operational processes, the management processes must change too. In this book, Champy reveals that these processes must focus on mobilizing, enabling, defining, measuring and communicating in order to achieve a business culture that enables continuous process of reengineering — in order, in short, to achieve success.

For hundreds of thousands of managers who have read the Reengineering the Corporation and the millions who have been touched by the reengineering revolution, Reengineering Management is the book that can deliver the reality behind the promise.

1. Management? Why Reengineer Management?
2. The Ordeal of Management
• The Metaphor of the Corporate Machine
• The Era of Smooth Sailing
• Power Shift: The Captains' New Captains
• The Wrekc of the Machine
3. Living the Questions
• How to Think Reengineering
• What Reengineering Thoughts Are About
4. What Is This Business For, Anyway?
• Living the Question of When to Reengineer
• Who Wants to Know?
• What Do They Want to Know?
• Big Picture Reasons
• Industry-Specific Reasons
• Corporation-Specific Reasons
• Purpose and Vision
• Purpose and Vision II
• Personal Meaning
5. Cases in Point — How We Decided
6. What Kind of Culture Do We Want?
• What Values?
• A Case of Bad Values
• Beware: Weeds Push Out Flowers
• The Value of Good Values
• The Meaning of Values
• Yes, But How Do We Do It?
• When Senior Managers Balk
• Beware of Banality
7. Cases in Point — What We Wanted
• Teaching
• Doing
• Living
• And Now the Don'ts
8. How Will We Do Our Work?
• What Sort of Work Are We Talking About?
• Mobilizing
• Enabling
• Defining
• Measuring
• Communicating
9. Cases in Point — Thinking About Management Processes
• Enabling
• Defining
• Measuring
• Communicating
• One More Danger: You Can't See It
10. What Kind of People Do We Want to Work With?
• The New Workforce
• Educating
• Paying
• How Do You Choose New Employees?
• Screening
• Interviewing
• Interviewing Plus
• What If" Exercises
• Peer Participation
• What About the People You May Not Want to Work With?
• Whatever Happened to the Social Contract?
11. Cases in Point — How We Chose
• Education
• Hiring
• Paying
• The New Covenant
12. The Second Managerial Revolution

Champy's try to explain why re-engineering didn't work out. Crap as usual.