Reengineering requires a longterm commitment from top management from "summary" of Reengineering the Corporation by Michael Hammer,James Champy
Reengineering is not a quick fix; it is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance. This kind of transformation cannot be achieved without the active involvement and unwavering commitment of top management. This commitment must be unwavering, as the process of reengineering is not a one-time event but a continuous journey towards organizational excellence. Top management plays a crucial role in setting the direction, providing resources, and removing obstacles for successful reengineering efforts. Without their long-term commitment, the reengineering initiative is at risk of being abandoned or losing momentum. Top management must communicate a clear vision for reengineering and actively champion its implementation throughout the organization. Furthermore, top management must be willing to support the changes required by the reengineering process, even if they are difficult or unpopular. This may involve making tough decisions, reallocating resources, or restructuring the organization. Without the backing of top management, employees may resist or sabotage the reengineering efforts, leading to failure. It is essential for top management to demonstrate their commitment to reengineering through their actions and decisions. They must lead by example, show dedication to the process, and hold themselves accountable for the results. This sends a powerful message to employees that reengineering is not just a passing fad, but a fundamental shift in how the organization operates.- Reengineering requires a long-term commitment from top management to drive lasting change and ensure the success of the initiative. Without their active involvement and support, reengineering efforts are unlikely to deliver the desired results and may even jeopardize the future of the organization.
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