Works
- Reengineering the Corporation: A Manifesto for Business Revolution, HarperBusiness, New York (first edition, vi and 223 pages), 1993
- How process enterprises really work, Harvard Business Review (November to December 1999), 1999
In Organizational Structures
Known for
Business process reengineering and the process enterprise.
Ideas
Reengineering. With James Champy, the call for a radical redesign of a company's processes, organization, and culture, since work need no longer be organized around the division of labor into tasks. Caveat: A practitioner manifesto. Only a review and the publisher's synopsis were read; Grint (1994) and Willmott (1994) dispute its novelty and coherence, and Hall, Rosenthal, and Wade (1993) report process gains that did not reach business results.
Process enterprise. With Steven Stanton, process owners hold end-to-end responsibility for designing each process and measuring its performance, while the people who do the work still report to unit heads, who focus on training and developing them. Caveat: Practitioner source.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.