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Abstract
Reengineering was once just a code word for downsizing. Although it promised big results, the reality fell short for many companies. Not only did reengineering demoralize employees and ignore corporate culture, it focused on short-term cost savings at the expense of long-term revenue growth. Despite the negative track record, reengineering is back at the forefront of managerial conversations. This time around, reengineering focuses not just on processes, but also on the people who run those processes and who can significantly upgrade your firm''s capabilities. Here, you can learn what the experts are saying you should watch out for in this second round of reengineering.
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Abstract
Reengineering was once just a code word for downsizing. Although it promised big results, the reality fell short for many companies. Not only did reengineering demoralize employees and ignore corporate culture, it focused on short-term cost savings at the expense of long-term revenue growth. Despite the negative track record, reengineering is back at the forefront of managerial conversations. This time around, reengineering focuses not just on processes, but also on the people who run those processes and who can significantly upgrade your firm''s capabilities. Here, you can learn what the experts are saying you should watch out for in this second round of reengineering.