If management doesn't change, reengineering will be stopped in its tracks. Something's gotta give, and history shows that it's not going to be free enterprise. It can be done for a while, but no one supposes that such an arrangement can last. Champy writes: Anything less than a fundamental revolution in actual management practice, we discovered, is like a communist regime introducing free enterprise into a controlled economy while trying to hold on to power. Unfortunately, ma nagement, which made reengineering possible in the first place, was the sam e group that was limiting its potential. But not to the degree that Champy thought possible. And, indeed, mo st companies that took up the banner of reengineering saw dramatic improvem ents. In Reengineering the Corporation, they showed how companies could dramatically improve performance by delegating responsibility and authority throughout the enterprise-to the sales clerk, the shipping manager, the customer-service representative. Thanks to James Champy and Michael Hammer, reengineering will remembered as the business buzzword of the 1990s.
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