: Challenge long-standing assumptions. If a rule doesn't add value to the customer, delete it.
: Because it is so "radical," many organizations found the transition too difficult to sustain. If you'd like to dive deeper into this topic: Specific case studies (like Ford or IBM Credit) Summary of a specific chapter Comparison to modern "Agile" or "Lean" methods Which of these would be most helpful for your project?
IT should allow companies to work in ways that were previously impossible. Reengineering the corporation : a manifesto for...
: Instead of passing a file through ten people, give one person or a small team the power to handle the whole process. 🛠️ The Role of Technology
Hammer and Champy viewed Information Technology as an , not just a tool. IT shouldn't just make old processes faster. : Challenge long-standing assumptions
: Stop thinking in departments (Sales, HR, IT). Focus on the end-to-end journey of a product or service.
: It focused heavily on mechanics and often ignored company culture or employee morale. If you'd like to dive deeper into this
The 1993 book by Michael Hammer and James Champy changed how companies work. It moved the focus from fixing small tasks to redesigning entire processes. 💡 Core Definition