Revised and updated for the new economy, this text describes how the radical redesign of a company's processes, organization and culture can achieve a quantum leap in performance. In the 1990s, reengineering was implemented in the back office, the factory and the warehouse. For the new century it is being applied to the front office and the revenue producing side of the business. "Business Week" dubbed the implementation of e-commerce, "e-engineering". The Internet demands new ways of working, and reengineering is the tool that can create them. The new wave of reengineering is breaking down the walls that separate corporations from each other. Processes do not stop at corporate doorsteps. Product development, planning and many other processes are really inter-enterprise in nature; entailing work by both customer and supplier. The Internet facilitates the reengineering of these inter-corporate processes by allowing information to be shared across corporate boundaries.
Michael Hammer is the originator and leading exponent of the concept of reengineering and was named one of the four preeminent management gurus of the 1990s by Business Week. James Champy is chairman of Perot Systems consulting practice and is the leading authority on the implementation of business reengineering initiatives.