This book was motivated by a simple observation made by a company that had achieved only limited
success in its process redesign efforts: "You can't overlay high-performance processes on a functional
organization." Reengineering enables a company to create greatly improved operational processes; to
harness their power, however, the company itself must become a process-centered enterprise.
Explaining this concept is the goal of this book.
Beyond Reengineering presents the fundamentals of the process-centered enterprise and
examines what it means for how businesses are operated and managed. The book explains such
critical concepts as process owner, coach, center of excellence, process professional, and more.
It also features interviews with people at all levels of process enterprises that bring the concepts
to life. This book is essential reading for all managers in this new age of process.
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