Then give rise to BPR's "radical" and "progressive" understanding of the emergence of BPI (business process improvement) and "sects."
In fact, the process change efforts, based on the enterprises in the global market competition, the status and specific conditions in the hope of achieving the purpose and effectiveness of management's commitment to the decision-making, as well as employees of the management of change to the understanding and acceptance of decisions; changes in the intensity of is progressive or radical restructuring of units entirely according to the specific circumstances of the case, not progressive and radical "merits and demerits of" issue.
In a number of English-Indian dictionary, radical of the first translation is "fundamental" and "basic", it also has a "radical" means, but not first explained that "radical" is a political advocacy, the use of " Business Process "on the easy for people to misunderstand, in fact, this is not the original intent of Hammer. However, Hammer also felt that the problems posed by radical word, he published in 2001, "Agenda" was amended by the book: "Since late 1980, I started the restructuring movement, has been talking about how to fundamentally change the enterprise management services The model, from the most basic place to talk about re-thinking, on a white sheet of paper draw the most beautiful picture. 'Radical' has become the key word " re " But I was wrong. Please do not misunderstand me fundamental reform is not to give up the idea but I no longer regard as a radical restructuring of the core of the definition of words or keywords. This term should give way to more moderate and non-delicate artificial words: process."
"Process" here, a 'process' means, there are 'approach' means, in the English language with a certain degree of pun was intended. Therefore, the key question is how to understand the business process reengineering, and how to practice; is not that it is "progressive" or "radical."
Hampshire companies founder Mr. Leonardo Chung, there was an opportunity to share meals with the Hammer, explored many of these problems, Hammer is also attention to the study ERP. If you do not have such a good opportunity to follow Hammer's work will also learn to understand that the true meaning of many of the points.
Hammer made some of the thinking on lean production requirements to achieve the "progressive unremitting (continuous improvement)" spirit of the moment is worth learning from.
Always ask yourself:
"What do I necessarily need to do something now?"
"Why must we now way to do this kind of work?"
"Why must by this department, this employee to do this thing?"
A popular with our words, is: Do not "used to" things, as the "natural" things. Only in this way can we truly within the enterprise to establish a "pursuit of excellence, never-ending" corporate culture.
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