‘The Discipline of Market Leaders’

In fact, it was in 1990, when a ‘ground-breaking’ paper (by Hammer) in the Harvard Business Review told managers that unless they radically questioned and threw out all existent processes, and comprehensively ‘reengineered’ (read, reinvented) newer processes, dramatic and radical improvements could never be achieved. The eccentric concept promoted the philosophy that simply ‘improving’ processes within corporations didn’t help; it had to be dramatic reengineering, or in other words, forgetting one ever had any process before… Phew! And so, CEOs found a niftier spin to befool shareholders and managers, a classier jargon to confound employees. And did it work?

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative