Succeeding at Reengineering

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Succeeding at Reengineering

Despite the success stories many companies that begin reengineering don't succeed at it.

As many as 50 percent to 70 percent of the organizations that undertake a reengineering effort do not achieve the dramatic results they intended

What follows is a catalogue of the most common errors that lead companies to fail at reengineering. Avoid them, and you almost can't help but get it right:

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Succeeding at Reengineering

Common errors that lead to reengineering failure

Trying to fix a process instead of changing it Not focusing on business processes Ignoring everything except process redesign Neglecting people's values and beliefs

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Succeeding at Reengineering

Common errors that lead to reengineering failureBeing willing to settle for minor results

Quitting too early

Placing prior constraints on the definition of the problem and the scope of the reengineering effort

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Succeeding at Reengineering

Common errors that lead to reengineering failure

Allowing existing corporate cultures and management attitudes to prevent reengineering from getting started Trying to make reengineering happen from the bottom upAssigning someone who doesn't understand reengineering to lead the effort

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Succeeding at Reengineering

Common errors that lead to reengineering failureWithholding on the resources devoted to reengineering

Burying reengineering in the middle of the corporate agenda

Dissipating energy across a great many reengineering projects

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Succeeding at Reengineering

Common errors that lead to reengineering failureAttempting to reengineer when the CEO is two years from retirement

Failing to distinguish reengineering from other business improvement programs

Concentrating exclusively on design

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Succeeding at Reengineering

Common errors that lead to reengineering failureTrying to make reengineering happen without making anybody unhappy

Pulling back when people resist making reengineering changes

Dragging the effort out