Module Catalog →
Module Catalog →
Improve cost, quality, service & speed — by redesigning from zero.
Michael Hammer (1948–2008), an MIT computer scientist, declared 'don't automate, obliterate' in a 1990 HBR article; with consultant James Champy he turned reengineering into the management wave of the early 1990s. Thomas Davenport (b. 1954) offered the more measured process-innovation account — and later the most honest critique of the fad.
BPR urged radical redesign of end-to-end processes rather than incremental improvement. Powerful where applied well; in practice, often a synonym for downsizing — a cautionary tale about tools divorced from values.
The era: Dynamic Interaction — A dynamic, interactive influence process among individuals in groups; emphasis on managing environmental cross points.
Improve cost, quality, service & speed — by redesigning from zero.
This theory sits in the Dynamic Interaction era of the map: A dynamic, interactive influence process among individuals in groups; emphasis on managing environmental cross points.
Redesign end-to-end processes around customer value, not departmental convenience.
Pair radical redesign with radical honesty about the human cost.