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The re‐engineering route to business transformation
Author(s) -
Dale M. W.
Publication year - 1994
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.4240030103
Subject(s) - transformational leadership , transformation (genetics) , computer science , process (computing) , outcome (game theory) , business transformation , process management , business process management , business process , work (physics) , business process modeling , work in process , engineering , operations management , mechanical engineering , management , mathematics , biochemistry , chemistry , mathematical economics , economics , gene , operating system
The paper defines different improvement activities including process improvement, process simplification, process re‐engineering and business re‐engineering. Frameworks are presented for examining the differences between these. It proposes that a re‐engineering activity is a transformational change, moving the business outside its current ‘rules of the game’. A further framework is then presented for managing a re‐engineering transformation. This enables the softer yet more difficult aspects of re‐engineering to be considered so that change can be pursued successfully right through to delivery of real business benefits. The transformation framework is then considered in more detail to illustrate actions which can presage success. Finally, the outcome of re‐engineering work is discussed, and a hypothesis proposed that re‐engineering is a structured way to make a step change in business performance whilst at the same time conditioning it for a state of continuous change.