Albert C. Hyde
The Brookings Institution
A management approach to change for organizations that revisualizes and redesigns an organization's core work processes to achieve dramatic improvements in organizational performance by significantly decreasing operating and support costs, improving production and service cycle time frames, and increasing customer satisfaction with the product and the service quality and value.
Reengineering, perhaps better termed Business Process Reengineering (BPR), has become the 1990s change management method of choice. Although definitions abound, there is a general understanding that reengineering involves revisualizing and redesigning an organization's core work processes to accomplish very dramatic and rapid improvements. Such redesigns focus primarily on (1) lowering operating and support costs, (2) improving service delivery time and response levels, (3) increasing product and service quality levels, and (4) enhancing employee involvement in reaching organizational goals.
Reengineering as a change strategy assumes that organizations must have lower costs, faster service, more innovative products, and are beyond trading off one facet against the other. Most organizations have used various forms of cutback management to reorganize or realign resources to handle increased workloads or to speed up service response times by reassigning staff or adding more personnel. But to cut costs by increasing levels of productivity by 50 percent, speed up product completion or service delivery (what is referred to as "cycle time") by 75 percent to 100 percent, or create entirely new service features or products for