Michael Hammer and James Champy

On Business process reengineering (BPR)



Re-engineering the corporation: A manifesto for business revolution, the book written by Michael Hammer and James A.

Champy was instrumental in capturing the focus of business community towards BPR.

A massive 2.5 million copies of the book were sold and the book remained on the "New York Times Best Seller list" for more than a year.



Who is Michael Hammer

Dr. Hammer is the author of four books, including the international best-seller "Reengineering the Corporation", the most important business book of the 1990s. His latest book is "The Agenda: What Every Business Must Do to Dominate the Decade". His articles have appeared in periodicals from Harvard Business Review to The Economist, and his work has been featured in every major business publication.

An engineer by training, Dr. Hammer focuses on the operational nuts and bolts of business; his work is relentlessly pragmatic and immediately relevant. Dr. Hammer was formerly a professor of computer science at the Massachusetts Institute of Technology, and he is a founder and director of several high technology companies. He was named by Time Magazine to its first list of America's twenty-five most influential individuals.

Who is James Champy

James Champy is chairman of Perot Systems Corporation’s consulting practice and also head of strategy for the company. He is responsible for providing direction and guidance to the company’s team of business and management consultants.

Prior to joining Perot Systems, Mr. Champy was chairman and chief executive officer of CSC Index, the management consulting arm of Computer Sciences Corporation. He was one of the original founders of Index, a $200 million consulting practice that was acquired by CSC in 1988.

Contribution of Michael Hammer and James Champy

The Essence of BPR

Hammer and Champy noted that in the business environment nothing is constant or predictable—not market growth, customer demand, product life spans, technological change, nor the nature of competition.

As a result, customers, competition, and change have taken on entirely new dynamics in the business world.

Customers now have choice, and they expect products to be customized to their unique needs. Competition, no longer decided by "best price" alone, is driven by other factors such as quality, selection, service, and responsiveness.

In addition, rapid change has diminished product and service life cycles, making the need for inventiveness and adaptability even greater.

This mercurial business environment requires a switch from a task orientation to a process orientation, and it requires re-inventing how work is to be accomplished. As such, reengineering focuses on fundamental business processes as opposed to departments or organizational units.

"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."—Hammer and Champy, 1993




Their Book at our bookshop

Reengineering the Corporation



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