By Michael Hammer
Reengineering has captured the mind's eye of managers and shareholders alike, sending enterprises on trips of radical enterprise redecorate that experience already all started to transfigure worldwide undefined. but apart from incomes them advancements of their company functionality, the shift into more-process-centered corporations is inflicting basic alterations within the company international, adjustments that company leaders are just now commencing to comprehend. what's going to the revolutions ultimate legacy be? past Reengineering addresses this query, 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 think like? Managers: what's the new function of the chief in a process-centered corporation? schooling: What talents are very important within the process-centered operating global, and the way can younger or green employees arrange? Society: What are the results of process-centering for employment and the financial system as an entire? funding: What are the features of a winning 21st-century company? an educated examine the most profound adjustments to ever sweep the company international, past Reengineering is the company handbook for the twenty first century.
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Extra resources for Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives
With the team approach, all the customers in our region know who we are, and we stay in touch on a regular basis. We don’t just call because they didn’t pay their bill right or owe us money. Sometimes we call just to see how things are going. We also get out of the office and talk to clients. We try to find out from them how we can provide better services. That’s the kind of contact we never had before. It makes my job a lot more fun. Within the company, I’ve been able to contribute more and to learn more.
In succeeding chapters we will explore each of these themes, but let us start with the heart of the matter: the people in a process-centered organization and the work they perform. CHAPTER 2 VOICES FROM THE FRONT LINES (I) THE TRANSITION to process centering does not occur in the rarefied atmosphere of corporate boardrooms. The real action is on the front lines, where people who do the real work of the business redirect their thinking and change their behavior. Every corporation implements process centering in its own way, and every individual is affected differently.
This customer awareness reinforces the self-image that people are producers of products and services rather than mere jobholders. Peter Clark, the plant manager of Monsanto’s Decatur plant, says that people who were formerly programmed to do a task now see themselves as making products—and are determined to make them well because they know what happens to these products when they leave the factory. His people sometimes even argue with him over decisions that they think may cause problems for customers.