"At the heart of reengineering is the notion of discontinuous thinking - of recognizing and breaking away from the outdated rules and fundamental assumptions that underlie operations. Unless we change these rules, we are merely rearranging the deck chairs on the Titanic. We cannot achieve breakthroughs in performance by cutting fat or automating existing processes. Rather, we must challenge old assumptions and shed the old rules that made the business underperform in the first place." (Michael M Hammer, "Reengineering Work: Don't Automate, Obliterate", Magazine, 1990) [source]
"In reengineering, managers break loose from outmoded business processes and the design principles underlying them and create new ones. [...] Reengineering requires looking at the fundamental processes of the business from a cross-functional perspective. [...] The reengineering team must keep asking Why? and What if? Why do we need to get a manager’s signature on a requisition? Is it a control mechanism or a decision point?" (Michael M Hammer, "Reengineering Work: Don't Automate, Obliterate", Magazine, 1990) [source]
"In short, a reengineering effort strives for dramatic levels of improvement. It must break away from conventional wisdom and the constraints of organizational boundaries and should be broad and cross-functional in scope. It should use information technology not to automate an existing process but to enable a new one." (Michael M Hammer, "Reengineering Work: Don't Automate, Obliterate", Magazine, 1990) [source]
"Reengineering triggers changes of many kinds, not just of the business process itself. Job designs, organizational structures, management systems - anything associated with the process - must be refashioned in an integrated way. In other words, reengineering is a tremendous effort that mandates change in many areas of the organization." (Michael M Hammer, "Reengineering Work: Don't Automate, Obliterate", Magazine, 1990) [source]
"Business process reengineering encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions." (Thomas H Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM", Planning Review 21 (3), 1993)
"Business Process Reengineering seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM 'toolboxes' as enablers, while broadening the process vision." (Henry J Johansson, Business process reengineering: Breakpoint strategies for market dominance", 1993)
"Business reengineering isn't about fixing anything. Business reengineering means starting all over, starting from scratch. Business reengineering means putting aside much of the received wisdom of two hundred years of industrial management [...] How people and companies did things yesterday doesn't matter to the business reengineer." (James A Champy & Michael M Hammer, "Reengineering the Corporation", 1993)
"Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed." (James A Champy & Michael M Hammer, "Reengineering the Corporation", 1993)
"Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer." (James A Champy & Michael M Hammer, "Reengineering the Corporation", 1993)
"Thorough rethinking of all business processes, job definitions, management systems, organizational structure, work flow, and underlying assumptions and beliefs. BPR’s main objective is to break away from old ways of working, and effect radical (not incremental) redesign of processes to achieve dramatic improvements in critical areas (such as cost, quality, service, and response time) through the in-depth use of information technology." (Elvira Rolón, "Healthcare Process Development with BPMN", 2010)
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