We should “reengineer” our businesses: use the power of modern information technology to radically redesign our business processes in order to achieve dramatic improvements in their performance.Įvery company operates according to a great many unarticulated rules. Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. Yet the watchwords of the new decade are innovation and speed, service and quality. They are geared toward efficiency and control. Many of our job designs, work flows, control mechanisms, and organizational structures came of age in a different competitive environment and before the advent of the computer. They leave the existing processes intact and use computers simply to speed them up.īut speeding up those processes cannot address their fundamental performance deficiencies. In particular, heavy investments in information technology have delivered disappointing results-largely because companies tend to use technology to mechanize old ways of doing business. The usual methods for boosting performance-process rationalization and automation-haven’t yielded the dramatic improvements companies need. In a period when asset utilization is critical, inventory levels exceed many months of demand. In an age of the customer, order fulfillment has high error rates and customer inquiries go unanswered for weeks. In a time of rapidly changing technologies and ever-shorter product life cycles, product development often proceeds at a glacial pace. companies are still unprepared to operate in the 1990s. Despite a decade or more of restructuring and downsizing, many U.S.

Hammer champy