Reengineering Revolution

Reengineering the Corporation &nbsphas swept through corporate America with a force unprecedented in recent years. Hailed by Business Week   as "the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence," the book has appeared on virtually every bestseller list, including a six-month run on The New York Times list. Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties.

In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.

Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements — in speed, productivity, quality, service and profits — that reengineering promises.

Discusses the most dangerous mistakes/overcoming people's resistance to change/reengineering for smaller companies/etc

Reengineering the Corporation  has swept through corporate America with a force unprecedented in recent years. Hailed by Business Week   as "the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence," the book has appeared on virtually every bestseller list, including a six-month run on The New York Times list. Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties.

In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.

Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements — in speed, productivity, quality, service and profits — that reengineering promises.

Library Journal

In this sequel to Hammer and James Champy's Reengineering the Corporation: A Manifesto for Business Revolution (HarperBusiness, 1993), Hammer and his current coauthor, Stanton, focus on the experiences of organizations that implemented reengineering concepts. They emphasize the lessons learned along with the successes, traps, and failures associated with implementing reengineering efforts. The authors include useful case studies as well as a self-assessment tool to determine if the organization is ready to rethink work processes and find better ways of doing work. They pay much attention to the role of top leadership and the type of team needed for successful organizational change. Theirs is a practical and readable treatise that clearly explains how to apply and institute a reengineering program in a range of organizations. Highly recommended for all types of libraries with business collections.-Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn.

Dr. Michael Hammer is the leading exponent of the concept of reengineering. He was named by BusinessWeek as one of the four preeminent management gurus of the 1990s and by Time as one of America's 25 Most Influential Individuals. He lives in Massachusetts.