文档介绍：How to make reengineering really work
Companies often squander their energies on attractive-looking projects that fail to produce bottom-line results
EUGENE A. HALL, JAMES ROSENTHAL, AND JUDY WADE
The McKinsey Quarterly, 1994 Number 2, pp. 107–128
A study of reengineering projects in over panies reveals how difficult these projects are to plan and implement and, more important, how often they fail to achieve real business-unit impact. The study identified two factors — breadth and depth — that are critical in translating short-term, narrow-focus process improvements into long-term profits. essful projects at Banca di America e di Italia, Siemens Nixdorf Service, and AT&T demonstrate panies can appropriately make their reengineering projects broader and deeper. Such efforts, however, if poorly managed, anizational resistance. But such opposition can be e mitted managers approach reengineering as a painful but necessary disruption of the status quo.
In all too panies, reengineering has been simultaneously a great ess and a great failure. After months, even years, of careful redesign, panies achieve dramatic improvements in individual processes only to watch overall results decline. By now, paradoxical es of this kind have e monplace. pany reengineers its finance department, reducing process costs by 34 percent, yet operating e stalls. An insurer cuts claims-process time by 44 percent, yet profits drop. Managers proclaim a 20 percent cost reduction, a 50 percent process-time reduction, a 25 percent quality improvement, yet in the same period, business-unit costs increase and profits decline.
In short, too panies squander management attention and other resources on projects that look like winners but fail to produce bottom-line results for the business unit as a whole.
But why? The promise of reengineering is not empty: it can actually deliver revolutionary process improvements, and major reengineering efforts are being conducted around the world. Why then