What is this practice and how effective is it?

Business process reengineering burst onto the scene in the early 1990s with the promise of transforming organization structures from vertical functions into horizontal processes that focus on delivering seamless solutions to customers. The dividend was supposed to be faster processes and lower costs. But evangelists didn’t take account of the human reaction, and many projects foundered. Too much emphasis was on “business reengineering”—get rid of jobs—and not enough on “process improvement”—improve the flow of work and, ultimately, product quality and customer service. We will look at the power of process mapping and how reengineering techniques can add real value. ...

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