![]() ![]() Hammer and Champy's main contribution was to collate successful examples and suggest common factors. For the foreseeable future we can expect organisations to try to learn from the success stories and be successful themselves in achieving breakthroughs in performance. However, from the case studies it is clear that at least some organisations have made major changes to the way they do their work, and at least some have benefited greatly from doing so. ![]() Offered by most management consultants as something radically new, scorned by many accountants as just another buzz phrase for good management, BPR has been controversial from the beginning. ![]() The case studies featured in the book from which this definition is taken propelled Business Process Reengineering (BPR) to management theory superstardom. ‘Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.’įrom ‘Reengineering the Corporation’ by Michael Hammer and James Champy 1993 The role of the controls design specialist.Why internal controls must be reengineered. ![]() Working In Uncertainty Reengineering internal controls for efficiency Matthew Leitch, educator, consultant, researcher Reengineering internal controls for efficiency ![]()
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