Reengineering Management: The Mandate for New Leadership

The coauthor of Reengineering the Corporation explains how to transform the principles and practices of management to adapt to a changing corporate environment, discussing essential reforms in culture, attitude, organization, and hierarchy. 250,000 first printing. $200,000 ad/promo. Tour.

The four issues of reengineering success--purpose, culture, process/performance, and people--are thoroughly examined using five criteria: how well each issue mobilizes, enables, defines, measures, and communicates. Champy first delivers his one-two punch on, say, values, then stands ready for the TKO by interviewing managers at both well- and little-known organizations about their accomplishments. So, for example, Johnson & Johnson is lauded for its values statements, AT&T Universal Card Service defines its enabling environment, and Hewlett-Packard discusses its video communications business. Even champions of the reengineering business are raked over the proverbial coals here; after all, Champy contends, all need to learn the single most important lesson of business today: the permanence of change. Barbara Jacobs

Champy, coauthor with Michael Hammer of Reengineering the Corporation: A Manifesto for Business Revolution (HarperBusiness, 1993), is chair of CSC Index, the management consulting firm that pioneered the idea of "reengineering," i.e., redesigning a company's operations, design, and culture to improve performance. Reengineering has been adopted by hundreds of firms, and examples from them are incorporated into this handbook, allowing the author to show how the reengineering process too often stops at the upper levels of the organization and does not filter down throughout the firms. Each chapter is followed by examples from firms that have implemented the reengineering concept. While not as revolutionary as the earlier volume, this is a worthy supplement to it that examines significant additional experiences with the reengineering concept and further develops it for all levels of management. Anyone implementing any aspect of reengineering should have this book, and libraries (public, academic, and special) should too.?Littleton M. Maxwell, Business Information Ctr., Univ. of Richmond, Va.
Copyright 1995 Reed Business Information, Inc.