ABSTRACT
The empirical section of this book begins with an analysis of the work of James Champy and Michael Hammer, the leading luminaries of the reengineering movement and two of the most influential management gurus in recent years. The reengineering movement has had a massive and far-reaching impact on the way work is done in organizations throughout the world. While the attention it has garnered reached its peak in the mid1990s, projects continue to be launched in the name of reengineering on a daily basis in all sectors of the economy and spheres of business. In its wake reengineering has, by virtue of its close association with downsizing and the accompanying loss of jobs, generated considerable controversy. Consequently, it is perhaps the most publicly debated and hotly contested management fashion to have emerged in the last 30 years.
