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Re-engineering your business
Re-Engineering Business
Your
Daniel Morris and Joel Brandon McGraw Hill, Inc New York 1993
Re-engineering is a “buzz concept” for the ’90s. Despite
the hype, there
is little new here. It is old wine in
a new bottle, but not bad wine. Morris and Brandon observe
The book is recommended to know what re-engineering written,
that the world
is chang-
ing, old approaches will fail, new solutions are required. Re-engineering is a way to survive - perhaps thrive. The essence of re-engineering is a four-step process: 1) business positioning of “who we are and who are our competitors,” 2) fundamentally changing what we do, 3) infrastructure building of what changes are required involving assessments of work flow, technology, marketing, finance
and practical
to the manager who wants is all about. This clear, well-
book is a good place to begin.
It
will be reassuring to the good manager that he or she will find nothing fundamentally new, but the good manager will learn how to become
a better
manager.
Richard M. Burton Professor
of Business Administration
Fuqua School of Business, Duke University
and personnel, and 4) implementation/operation/evaluation. The authors argue that it is a move to a new paradigm - a significant change in the rules. Rather it seems that re-engineering is taking the scientific method seriously
and applying
it to management.
Re-engineering
is a process of realizing needed change. There is much to say for this book. Without
being a
cookbook, there are clear guidelines on how to undertake re-engineering. It is practical and clearly of interest to managers who are serious about re-engineering, and most should be. The authors have captured the lessons of their consulting experience and organized them in an orderly and useful manner. The chapters on information technology and human resources make re-engineering real and practical.
Fall 1993
107
Your
Daniel Morris and Joel Brandon McGraw Hill, Inc New York 1993
Re-engineering is a “buzz concept” for the ’90s. Despite
the hype, there
is little new here. It is old wine in
a new bottle, but not bad wine. Morris and Brandon observe
The book is recommended to know what re-engineering written,
that the world
is chang-
ing, old approaches will fail, new solutions are required. Re-engineering is a way to survive - perhaps thrive. The essence of re-engineering is a four-step process: 1) business positioning of “who we are and who are our competitors,” 2) fundamentally changing what we do, 3) infrastructure building of what changes are required involving assessments of work flow, technology, marketing, finance
and practical
to the manager who wants is all about. This clear, well-
book is a good place to begin.
It
will be reassuring to the good manager that he or she will find nothing fundamentally new, but the good manager will learn how to become
a better
manager.
Richard M. Burton Professor
of Business Administration
Fuqua School of Business, Duke University
and personnel, and 4) implementation/operation/evaluation. The authors argue that it is a move to a new paradigm - a significant change in the rules. Rather it seems that re-engineering is taking the scientific method seriously
and applying
it to management.
Re-engineering
is a process of realizing needed change. There is much to say for this book. Without
being a
cookbook, there are clear guidelines on how to undertake re-engineering. It is practical and clearly of interest to managers who are serious about re-engineering, and most should be. The authors have captured the lessons of their consulting experience and organized them in an orderly and useful manner. The chapters on information technology and human resources make re-engineering real and practical.
Fall 1993
107