“Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.”

—  Michael Hammer

Source: Reengineering the Corporation, 1993, p. 32

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Michael Hammer14
American academic 1948–2008

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“It is time to stop paving the cow paths. Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. 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.”

Michael Hammer (1948–2008) American academic

Source: "Reengineering work: don't automate, obliterate," 1990, p. 104

“Reengineering has captured the imagination of managers and shareholders alike, sending corporations on journeys of radical business redesign that have already begun to transfigure global industry. Yet aside from earning them improvements in their business performance, the shift into more-process-centered organizations is causing fundamental changes in the corporate world, changes that business leaders are only now beginning to understand. What will the revolutions final legacy be?”

Michael Hammer (1948–2008) American academic

Book abstract.
Beyond reengineering, 1990

W. Edwards Deming photo

“Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

Source: Out Of The Crisis (1982), p. 23 (Point 5 from the "Condensation of the 14 Points for Management" presented in Chapter 2)

James Martin (author) photo

“Enterprise Engineering is not a single methodology, but a sophisticated synthesis of the most important and successful of today's change methods. "Enterprise Engineering" first explains in detail all the critical disciplines (including continuous improvement, radical reinvention of business processes, enterprise redesign, and strategic visioning). It then illustrates how to custom-design the right combination of these change methods for your organization's specific needs.”

James Martin (author) (1933–2013) British information technology consultant and writer

Book summary
The great transition (1995)

August-Wilhelm Scheer photo

“Business process engineering aims to achieve the greatest efficiency possible in terms of business-organizational solutions. Organizational departments, reengineering project teams or even business process owners can be responsible for process engineering. While work schedule development for manufacturing processes might be institutionally allocated to a certain department for years as job preparation, other kinds of business processes are not quite as regimented.”

August-Wilhelm Scheer (1941) German business theorist

Source: ARIS architecture and reference models for business process management (2000), p. 379.

“Defined simply, innovation is, of course, the introduction of something new. We presume that the purpose of introducing something new into a process is to bring about major, radical change. Process innovation combines a structure for doing work with an orientation to visible and dramatic results. It involves stepping back from a process to inquire into its overall business objective, and then effecting creative and radical change to realize order-of-magnitude improvements in the way that objective is accomplished.”

Thomas H. Davenport (1954) American academic

Process Innovation: Reengineering Work through Information Technology, 1993

“Sadly, we must report that despite the success stories described in previous chapters, many companies that begin reengineering don’t succeed at it… Our unscientific estimate is that as many as 50 to 70 percent of the organizations that undertake a reengineering effort do not achieve the dramatic results they intended.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 200

“Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 11

“Business reengineering isn't about fixing anything. Business reengineering means starting all over, starting from scratch. Business reengineering means putting aside much of the received wisdom of two hundred years of industrial management,… How people and companies did things yesterday doesn't matter to the business reengineer.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 2

“Business process reengineering encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

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