By Michael Hammer
Reengineering has captured the mind's eye of managers and shareholders alike, sending firms on trips of radical enterprise redecorate that experience already began 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, alterations 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 office believe like? Managers: what's the new function of the chief in a process-centered corporation? schooling: What talents are important within the process-centered operating international, and the way can younger or green employees organize? Society: What are the results of process-centering for employment and the financial system as a complete? funding: What are the features of a profitable 21st-century company? an educated examine the most profound adjustments to ever sweep the company global, past Reengineering is the enterprise 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
While process centering frees people from administrative hassles and liberates them from drone work, it also places new demands on them. Often, a rational and efficient process will feel like a marathon relay. Dramatically increasing the ratio of real work to busywork may be a boon to the spirit, but it can also be a great drain on the body. Spending most of the day in substantive pursuits burns up enormous amounts of energy and relentlessly wears down one’s nerves. The engineer who finds meetings with finance and marketing to be tedious may also be secretly grateful for the opportunity they provide to relax a bit.
In traditional organizations, many idealistic, ambitious young people soon come to describe their jobs as routine 40 / Michael Hammer and boring. But process-centered environments allow workers to concentrate on substantive work that capitalizes on their imagination and resourcefulness. People are too important, too valuable, and too capable of doing important work to waste on routine and repetition. The new operating principle is, “If I can tell you precisely what to do, then I don’t need you to do it.
The Progressive adjuster doesn’t waste time bargaining with supervisors, coordinating with dispatchers, or seeking approvals from management. The adjuster spends his or her time adjusting. The Monsanto production workers no longer hang around waiting for the foreman’s directions or approval. Operating as a team, they just go and get the work done. An engineer in a process-centered organization does engineering work, not administrative work. The virtual absence of nonvalue-adding work means that people doing real work don’t have to waste time performing non-value-adding work.