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 started to transfigure international undefined. but other than incomes them advancements of their enterprise functionality, the shift into more-process-centered enterprises is inflicting primary alterations within the company global, adjustments that enterprise leaders are just now starting 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 believe like? Managers: what's the new position of the executive 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 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 essentially the most profound alterations to ever sweep the company international, past Reengineering is the enterprise guide for the twenty first century.
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It has made a better relationship. In the beginning, when we were training for the new jobs, there was a lot of overtime and people were unhappy. But the more we saw how the new system speeded up the process, the more we liked it. With most of the busywork gone, we can concentrate more on the customer’s needs and on trying to make sure everything is done correctly. We’re also working on teams now. Before, you would get your work and you didn’t pay attention to what other people were doing. If you did well, you got a raise at the end of the year.
There’s much more job satisfaction than there ever was, too. We used to come to work, do our jobs, and go home. Talk about piecemeal assembly-line work! That’s basically how most of us felt about our jobs. Some people think the new freedom and responsibility are more stressful, but not me. I thought the old setup was stressful because they didn’t treat us with nearly as much trust and dignity as now. We’ve assumed a large majority of former management duties and taken responsibility and accountability for our actions.
This is not a part-time or occasional responsibility. Attending to processes is management’s primary ongoing responsibility. Process centering is not a project, it is a way of life. These four steps start an organization on the road to process centering, but they are not the whole journey. Process centering is a fundamental reconceptualization of what organizations are all about. It permeates every aspect of the business: how people see themselves and their jobs, how they are assessed and paid, what managers do, the definition of the business, and, ultimately, the shape of the societies that depend on these organizations.
Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives by Michael Hammer