Published by:
Harvard Business Publishing
Length: 13 pages
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https://casecent.re/p/46222
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Abstract
In all too many companies, reengineering has been not only a great success but also a great failure. After months, even years, of careful redesign, these companies achieve dramatic improvements in individual processes only to watch overall results decline. By now, paradoxical outcomes of this kind have become almost commonplace. Too many companies are squandering management attention and other resources on projects that look like winners but fail to produce widespread bottom-line results. The authors'' research into reengineering projects in over 100 companies reveals how difficult these projects actually are to plan and implement and, more important, how often they fail to achieve real business-unit impact. The study identified two factors--breadth and depth--that are critical in translating short-term, narrow-focus process improvements into long-term profits.
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Abstract
In all too many companies, reengineering has been not only a great success but also a great failure. After months, even years, of careful redesign, these companies achieve dramatic improvements in individual processes only to watch overall results decline. By now, paradoxical outcomes of this kind have become almost commonplace. Too many companies are squandering management attention and other resources on projects that look like winners but fail to produce widespread bottom-line results. The authors'' research into reengineering projects in over 100 companies reveals how difficult these projects actually are to plan and implement and, more important, how often they fail to achieve real business-unit impact. The study identified two factors--breadth and depth--that are critical in translating short-term, narrow-focus process improvements into long-term profits.