Reengineering in Practice

Reengineering has attained tremendous popularity for what it promises, but experience shows that its real returns are far lower than expected. This article explores the process of reengineering and suggests that one reason for this lack of results is the traditional technocratic assumptions and practices that underlie the actual practice of reengineering. Based on a field study of a dozen large reengineering engagements, the article suggests that several flawed assumptions about reengineering practice get in the way of producing the desired results. For example, lack of leadership engagement, limited participation, and low commitment to learning all sow the seeds for ultimate lack of results. The article proposes a broader set of assumptions about the process of large-scale change and offers a road map of key processes to guide redesign efforts that engage leadership and employee commitment, motivate employees to change, and set the climate for learning and renewal.