ABSTRACT
A central premise of reengineering is that the goals are so ambitious that they can only be accomplished by completely rethinking and redesigning the way work is performed and the methods by which outputs are delivered. Many organizations have used variations of reengineering as part of their strategic or breakthrough planning or quality management efforts. There is both a process of reengineering and a methodology that are vital to making reengineering change efforts work. The process guides how an organization selects the targets for reengineering; creates and communicates the vision for change; redesigns and validates the new process; transitions from the old ways to the new; and implements and improves the new process. Both total quality management (TQM) and business process reengineering (BPR) advocates recognize that the change that must be made in organizations must be the movement away from a vertical (hierarchical), or functional, management to horizontal, or process, management.
