ABSTRACT
The avant-garde terms for the 1990s are reinventing the organization and business process reengineering. Both are concepts that are highly touted, often doubted, and generally misinterpreted, misunderstood, and misused by management, consultants, and the public alike. Reengineering is not immune, and the word has become a catch-all term to mean almost anything from downsizing to true reinvention. Many organizations and consultants can claim to know what reengineering is, but few can actually produce a tangible methodology developed specifically for reengineering. Reengineering strives to harmonize the various activities and tasks performed randomly in the organization by arranging activities into processes that have a continuous flow, accelerated velocity, consolidated functionality, and a common system of management practices and measurements. Reengineering is the profound reinvention and transformation of the organization's leadership practices, business processes, measurement and reward systems, self-image and awareness, culture, and value system.
