000			01939pam a2200277 a 4500
001			vtls000000123
003			VRT
005			20250102225156.0
008			080908s2001 enk | 001 0 eng d
020			_a1857880978
039		9	_a201402040046 _bVLOAD _c201002211035 _dmalmash _c200809081100 _dstaff _c200809081100 _dstaff _y200809081045 _zstaff
050			_aHD.58.8 _bH.356 2001
100	1		_aHammer, Michael, _d1948- _953789
245	1	0	_aReengineering the corporation : _ba manifesto for business revolution / _cMichael Hammer & James Champy.
250			_aUpdated and revised ed.
260			_aLondon : _bNicholas Brearley, _c2001.
300			_aviii, 257 p. ; _c22 cm.
500			_aPrevious ed.: 1993.
504			_aIncludes index.
520			_aRevised and updated for the new economy, this text describes how the radical redesign of a company's processes, organization and culture can achieve a quantum leap in performance. In the 1990s, reengineering was implemented in the back office, the factory and the warehouse. For the new century it is being applied to the front office and the revenue producing side of the business. Business Week dubbed the implementation of e-commerce, e-engineering. The Internet demands new ways of working, and reengineering is the tool that can create them. The new wave of reengineering is breaking down the walls that separate corporations from each other. Processes do not stop at corporate doorsteps. Product development, planning and many other processes are really inter-enterprise in nature; entailing work by both customer and supplier. The Internet facilitates the reengineering of these inter-corporate processes by allowing information to be shared across corporate boundaries.
650		0	_aOrganizational change. _9743
650		0	_aCorporate reorganizations. _953790
650		0	_aReengineering (Management) _944549
700	1		_aChampy, James, _d1942- _953791
942			_2lcc _n0 _cBK
999			_c26045 _d26045