Reengineering the business

Second in a three-part series that explains the concepts and fundamental elements of reengineering, based on case studies and interviews with executives and workers who have been involved in reengineering. This segment looks at how corporations interpret and implement reengineering. Discussions focus on why and when to initiate reengineering, and how soon workers should become involved. Explores factors to consider when redesigning a current business process, such as how far a company should go to please customers. Addresses obstacles to reengineering a corporation. Looks at ways in which program gains can be exploited for their optimal benefit. With commentary by Michael Hammer, John Potts, Jack Welch, Dick Levitt, Jeffrey T. Somple, and others.