In this age of management turmoil and turnover, strategic consultants peddle reengineering as the science of success. But technology doesn't trump talent, and no science can lock in winning results 100% of the time.
Fast Company has grappled with reengineering since its first issue -- covering those who conceived it, implemented it, and got it terribly wrong. Is this the fad that forgot people? Or the future religion of Silicon Valley? Or neither? You be the judge.
November 1995
Reengineering didn't start out as a code word for mindless bloodshed. It wasn't supposed to be the last gasp of Industrial Age management. I know because I was there from the beginning. I was one of the "creators." Thomas H. Davenport
November 1995
How to build your business around your people. John Seely Brown and Estee Solomon Gray
August 1996
Three books purport to take us beyond Radical Change, past Reengineering, further than Growth -- and on to Transformation! With so much transformation going on, how could they be so much the same? Fast Company
April 1997
Change: Few can do it. Few can sustain it. Few can survive it. Charles Fishman
April 1998
The HUD secretary is borrowing ideas from business to reinvent one of Washington's most maligned agencies. Ronald Brownstein
February 1999
Forget about the e-hype. Going digital -- converting from atoms to bits -- gives your company a competitive edge, but only if you focus on the basics: money, talent, customers, and time. Adrian Slywotzky
February 1999
Nearly 10 years ago, George Stalk Jr. literally wrote the book on how companies can compete on speed. Today, he says, time is still the ultimate competitive weapon -- but by going digital, you can make your company even faster and even more competitive. Alan M. Webber
November 1999
Forget Andy Grove's famous saying about the power of paranoia. Neo-Darwinist Helena Cronin says that competition today favors the generous. Harriet Rubin
December 1999
A four-point plan for bringing clarity to change. Bill Breen and Cheryl Dahle
February 2001
Mark Sarner, president of Manifest Communications, believes that Leadership 101 should focus on helping people develop the human qualities and capacities required for leading in virtually any endeavor. Here's his recommended coarse load. Mark Sarner
June 2001
We all agree that there's a gap between the promise of the customer economy and the performance of it. How big is that gap? How do you size it up? Fast Company
September 2001
Michael Hammer, consultant, author, evangelical business revolutionary, unleashed reengineering on an unsuspecting public in the early 1990s. Now he's back -- with a new book, a new agenda, and a bunch of new ideas. Be afraid. Be redeemed. Or be both. Daniel H. Pink
Related Stories: | Topics:Management, Organizational change, Fast Company Magazine, Daniel Pink, Michael Hammer, Thomas Davenport, Boston |
Email
Digg
StumbleUpon
Facebook
Buzz Up!
LinkedIn
