X-Engineering the Corporation

Champy, James
January 2003
X-Engineering the Corporation - Business Book Summaries;2003, Vol. 20 Issue 1, p1
Book Summary
Book Summary
In "Reengineering the Corporation," 1993, Michael Hammer, with coauthor, Champy, offered the advice that work would have to be reengineered in terms of processes, if businesses were to respond successfully to the mega changes wrought by globalization, rampant competition, and the growing demands of increasingly sophisticated customers. There was also, however, a great wave of criticism because many believed that the efficiencies benefited shareholders at the expense of customers and employees. In fact the criticism was so harsh (in numerous instances) and so widespread that it has been said that the authors consequently distanced themselves from the concept they had created. Whether or not that is, indeed, the case, Champy does concede that shareholders cannot expect to continue to profit from the changes wrought by reengineering unless customers and employees, and suppliers and partners, benefit as well. He(Champy) believes that our new connected, interdependent world requires it and that the technological revolution and the global economic realignment of the past five years demand that companies move to extend the advantages of reengineering beyond their enterprises. Calling this new challenge of connectedness and interdependency X-engineering (the X signifies the crossing of boundaries between organizations), Champy offers "X-Engineering the Corporation."


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