Beyond Reengineering: How the Process-centred Organization Is Changing Our Work and Our Lives
| By: | Michael Hammer |
| Publisher: | |
| Media: | Paperback |
| Availability: | Limited availability |
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| List Price: | £9.99 |
| Amazon Price: | |
Avg. Review: |
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Amazon Customer Reviews
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
At last an author that realy understands Process Management
This is quite simply the best book I have read on the subject of Process Management - It is very unusual to find an author on this subject that understands the theory as well as the practical outcome of application. Michael Hammer clearly understands the benefits and potential confusion that PM can bring and plots a path to achieve the former and avoid the latter. I would recommend this book to all managers and change practitioners.
Good follow up to his first book on re-engineering
For those of you who have tried to apply Hammer's recommendation outlined in his first book 'Re-engineering the corporation' this book probably addresses many of the problems you have faced. The book focuses on the process aspects of a business and suggests that the entire organization needs to take this approach, not just those directly involved in the reengineering transformation. A thought provoking book.
Almost a homer, just a long double off the top of the wall
After the first nine chapters, I thought this book was better than the original, Reengineering the Corporation. But the second half of the book wanders off into repetition, ambiguity and irrelevance. Oh well, it is still worth the cost just to read the first half of this sequel, because it adds depth to the original book.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
Just more reengineering.
This book is heavily tied to its bestselling predecessor and therefore offers little excitement. Ofcourse, some new elements are added and forgotten subjects are drawn upon, but this book offers just more reengineering and doesn't go beyond the first book.
Is this book not worth reading then? Absolutely not, you should actually read it. But not before completing the first book. Still thirsty after that one? Then get a refill with this one.
Mr. Hammer has little knowledge of the real business world
I come from four generations of independent businessmen, none of whom needed a book to tell them how to run one. And none of whom ever failed at the business they owned. I currently work for a company that has been in business for 102 years, and this book has sold some of the marketing types in management down the Hammer River of "process", whose implementation and loose interpretation of this book has resulted in mass retirements; fragmentation of skilled staff; loss of communication between working departments, and physical movements of employees that follow no logical purpose. The effect upon moral as a whole has de-motivated all of us. You cannot come to work or take a break without small groups of people venting their outrage at what's going on. There are increased hand-offs and rather than report to one person, now we must go through five, wait for a number to be generated for each task we perform (2 to 5 days). It's the craziest way to run a business that I've ever seen! We are left trying to figure out who is the leader and how we are supposed to get a project completed. None of us can figure out why management would go along with what Mr. Hammer proposes, when we won the JD Powers award for Customer Satisfaction in 2003. If we were not successfully doing our jobs before this "process change implementation", I'd like to know how this company stayed in business for 102 years! His proposals have intentionally set us up to fail. The only reason I can find for a company to use his recommendations is if they intend to be bought, want to get rid of all their employees, and want to cause general dishelvement and frustration. We were told that no jobs would be eliminated, this was not a reorganization, not a restructure. And yet entire departments that were instrumental in the core business of this company have been dissolved. And those who have retired would not have otherwise done so, had this company not chosen Mr. Hammer's path. Staff that has left is not being replaced. And no one prefers the job title "Subject Matter Expert" over the one they had before. Nobody wants "Process Leader" on their business cards. We all want to be productive, to feel that our work has real purpose and relevance. Mr. Hammer would have us all be nothing more than the by-product of some process that was unnecessary. I'd like to be there the day they lock Mr. Hammer away for insanity. I guess it's worth the price of this book just to buy it for a dartboard (which is precisely what I intend to do). Yes, Mr. Hammer, this has definately impacted my life, and I hope I never see you stranded by the side of the road: the result will be the implementation of a process you didn't mention in your book...
Heresy
Sorry, but I'm not as impressed by Hammer as he is of himself. I work for a large Fortune 100 company as a Director of Business Process Reengineering, and I'm NOT convinced after reading this that Hammer has rolled up his sleeves and gotten dirty (we all think it but no one will admit to it out loud). Just read the chapter about process owners and his theory about managing the employee and it is clear he has littler or no experience working with front-line $20K/year employees that are found in our operations. Sure, if you're working with professionals making $50K+ his theories are more plausible. My boss swears by Hammer but when it comes to planning and performing the Redesign work she calls on my team to get it done. We aren't disciples of Hammer, but everyone on my team has read this book and in order to understand the terminology. Using the methodology found in this book will be of minimal use for planning and completing your BPR.
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