リエンジニアリング革命―企業を根本から変える業務革新 (日経ビジネス人文庫) [文庫]

A guide to remaking a company's processes, organization structure, and management systems through reengineering shows companies how to make money in the 1990s by improving speed, productivity, quality, and service. --このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

アメリカ企業は業務プロセスを根本からつくり直す手法を説く本書をきっかけに復活し、世界最強の経営を実現。いまだからこそ理解できるその革命的意義を見直し、日本再生のためにリバイバルするベスト&ロングセラーテキスト。

企業の経営・業務をまったく新しくつくり直すための体系的な方法の原理を提示する重要な本。ビジネス・リエンジニアリングとは何なのか、なぜそれが必要なのか、などを明瞭に、わかりやすく解説。 --このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

Management consultants Hammer and Champy thoughtfully critique the management procedures of American business and offer a promising prescription in this invigorating study. "It is no longer necessary or desirable for companies to organize their work around Adam Smith's division of labor," they state, arguing that task-oriented jobs are becoming obsolete as changes in customer bases, competition and the rate of change itself alter the marketplace. Post-industrial companies must be "reengineered," which necessitates starting anew, going back to the beginning to invent a better way of accomplishing tasks. The process requires a leader with vision using information technologies, consulting closely with suppliers to reduce inventories, and empowering employees so that decision-making "becomes part of the work." Hammer and Champy acknowledge that reengineering can be difficult to launch and to sustain; yet they provide clear, specific guidelines and excellent case studies. Their superb book should have strong appeal to managers and general readers alike.
Copyright 1993 Reed Business Information, Inc. --このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

Reengineering the Corporation, the international bestseller is the pioneering book on the most important topic in business circles today: reengineering--the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance. Michael Hammer and James Champy show how some of the world's premier corporations are reengineering to save hundreds of millions of dollars a year, achieve unprecedented levels of customer satisfaction, and speed up and make more flexible all aspects of their operations.
--このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

Reengineering the Corporation sets aside much of the received wisdom of the last 200 years of industrial management and in its place presents a new set of organizing principles by which managers can rebuild their businesses.

The book provides numerous examples and in-depth case studies of how leading organizations are achieving significant competitive gains through reengineering: How Ford Motor reduced the size of its North American accounts payable organization by 80% while improving the process; how IBM is leasing subsidiary cut its deal-making process from seven days to four hours; and how Taco Bell used a new set of production and management processes to fuel a six-fold growth in revenue.
--このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

Dr. Michael Hammer is the leading exponent of reengineering and the founder of the reengineering movement. President of Hammer and Company, a Cambridge, Massachusetts management consulting and education firm, Hammer wrote the influential 1990 Harvard Business Reviewarticle, "Reengineering Work: Don't Automate, Obliterate." He also co-authored the bestselling The Reengineering Revolutionand Reengineering the Corporation.

Hammer regularly addresses and consults with many of the world's leading companies on the topic of business reengineering. His seminars on reengineering are attended by thousands of people annually.

Hammer has been profiled in Business Week, The New York Times, The Boston Globe, and numerous business publications. He was named one of the four preeminent management thinkers of the 1990's by Business Week and one of America's twenty five most influencial individuals by Time. He was formerly a professor at the Massachusetts Institute of Technology where he received his bachelor's, master's and doctoral degrees.
--このテキストは、絶版本またはこのタイトルには設定されていない版型に関連付けられています。

ハマー,マイケル
「リエンジニアリング」のコンセプトの生みの親。ビジネスウィーク誌で90年代を代表するマネジメント論の第一人者に挙げられた。元マサチューセッツ工科大学教授(コンピューター・サイエンス)

チャンピー,ジェイムズ
CSC Index社会長。多くの企業で「リエンジニアリング」の実践に携わる

野中 郁次郎
一橋大学大学院国際企業戦略研究科教授。1935年生まれ。早稲田大学政経学部卒業。カリフォルニア大学(バークレイ)経営大学院でPh.D.取得。南山大学、防衛大学校、一橋大学産業経営研究所、北陸先端科学技術大学院大学教授を経て現職。専門は知識経営論(本データはこの書籍が刊行された当時に掲載されていたものです)