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James Champy,Michael Hammer

Reengineering the Corporation

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    Pareto, an early-twentieth-century Italian economist, formulated what most of us call the 80–20 rule, technically known as the law of maldistribution. This rule states that 80 percent of the effort expended in a process is caused by only 20 percent of the input
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    Most businesspeople are not process-oriented; they are focused on tasks, on jobs,
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    A truly great company is never satisfied with its current performance. A truly great company willingly abandons practices that have long worked well in the hope and expectation of coming up with something better.
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    Reengineering isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance.
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    Reengineering is about business reinvention—not business improvement, business enhancement, or business modification.
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    Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old.
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    Reengineering takes nothing for granted.
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    Reengineering first determines what a company must do, then how to do it.
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    Reengineering begins with no assumptions and no givens;
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    KEY WORD: FUNDAMENTAL
    The first key word is fundamental. In doing reengineering, businesspeople must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do?
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