1. Make yourself easy to do business with you (ETDBW)
2. Add more value for your customers (deliver MVA)
3. Create a process enterprise (make high performance possible)
4. Tame the beast of chaos with the power of process (systematize creativity)
5. Base managing on measuring (make managing part of management, not accounting)
Hammer: "The purpose of measuring is not to know how the business is performing but to enable it to perform better....A good measure must be accurate, actually capturing the condition it is supposed to describe. It must be objective, not subject to debate and dispute. It must be comprehensible, easily communicated and understood. It must be inexpensive and convenient to compute. It must be timely -- that is, not requiring a long delay between the occurrence of the condition and the availability of the data."
6. Loosen up your organizational structure (profit from the power of ambiguity)
7. Sell through, not to, your distribution channels (turn distribution chains into distribution communities)
8. Push past your boundaries in pursuit of efficiency (collaborate whenever and wherever you can)
9. Lose your identity in an extended enterprise (integrate virtually, not vertically)
At the end of each chapter, Hammer provides a brief but precise summary of recommended guidelines and action steps based on key points. Hammer proposes a full "agenda" of items and relevant issues which, obviously, decision-makers in each organization must modify to accommodate their own organization's specific needs, interests, issues, problems, resources, and opportunities.
How to plan and then implement a program once an agenda has been formulated? Hammer responds to this question in Chapter 11. He suggests several strategies for integrating efforts with sharp focus. He explains why it is so important to devote much more attention to "people issues." He offers what he calls a "20/60/20" formula for managing different constituencies differently. He explains why committed executive leadership must constantly be evident. He also shares some ideas about effective communication. And finally, he emphasizes the importance of achieving verifiable improvement throughout each phase of the implementation process. I have learned from my own experience that it is highly desirable to pick the "low hanging fruit" as quickly as possible.
In the 12th and final chapter, Hammer shifts his attention to helping the reader to prepare for an uncertain future. In no particular order, he cites seven causes of severe "headaches" which many companies experienced in 1999: The Euro, the Asian economic crisis, major mergers and acquisitions, deregulation, ERP implementation, supply chain integration, and the Internet. He then offers three specific suggestions (create an early warning system, become proficient at responding to change, and create a supportive organizational structure), concluding his book with an especially relevant quotation from the Talmud: "You are not called upon to complete the work, nor are you free to evade it."
It is important, indeed imperative to point out (on Hammer's behalf) that none of his "Agenda Items", observations, and suggestions should be considered a "silver bullet" because there is no one grand design, no one technique or single idea (e.g. reengineering) that -- all by itself -- can bring salvation and success. This is an important and especially timely book as organizations throughout the world (regardless of their size or nature) struggle to formulate an "agenda" which is appropriate to their current and imminent circumstances while being able to accommodate whatever may (and may not) happen later. Any such agenda is (literally) a work in progress. Michael Hammer is correct when asserting that no single source can fully assist that difficult process of planning and implementation. My own opinion is that this book should be included among any sources consulted. Indeed, Hammer's guidance is essential.
Those familar with Peter Drucker's marketing concept and Michael Porter's value chain model should recognize a lot in Hammer's book. While Hammer goes beyond mere rehashing of these concepts, they clearly have their roots in these. While the book tends to sound a little grandiose at times (for example the subtitle, "What Every Business Must Do to Dominate the Decade") the book contains many agreeable insights and concepts. Worthwhile reading for those interested in, or responsible for, management of organizational improvement/change
STRENGTHS: Organized well and easy to read. Practical and not abstract theory. Chapters nicely summarized in bullets. Many examples of the concepts in use at companies. Also, the last two chapters offer some very practical advice on how to actually implement the concepts. Too many business and management books fail to include this.
WEAKNESSES: If you're more interested in cutting edge theory, this probably isn't the book. Sometimes there almost seems like too many examples which can seem like filler. Most of the examples in the book are focused on traditional industries (e.g. manufacturing, banks, etc.). Those that could (perhaps) benefit most from Hammer's teaching may be in newer service and non-profit organizations (e.g. education, government, healthcare). These areas are hardly addressed by the book. Lastly, Hammer includes almost no reference to other work or graphics.
WHO SHOULD READ: The book is probably most useful for mid to upper level managers/executives in medium to large organizations; especially those interested in, or responsible for, management of organizational improvement/change. The book is less useful for those interested in new theory and those that feel they have an excellent understanding of the Drucker and Porter concepts mentioned above.
ALSO CONSIDER: Major works by Peter Drucker on management practice; Michael Porter "On Competition" (more academic tone); Clayton Christensen "The Innovator's Dilemma" (for a different take on/perils of customer focus).
[feedback welcome]
There are a few gems in here. The ones that struck me most seemed to discount the (now aged) process view of organizational theory. This book would have been a five star classic if he would have been more balanced and talked about the great process failures and the limitations inherent to process oriented organizations.
I'll sum it up: every manager needs to know Hammer & Champy. To know Hammer and Champy, read Re-engineering the Corporation and Re-engineering Management - read them both. If you find that Process Orientation is the defining strategic management implement for your organization, don't read this book, because it will not challenge your belief. This book tends to justify, justify, justify. If you don't think your organization should become process oriented, read this book: it will give you some food for thought.
It was not worth what I paid, but it was worth the time it took to read. I'd wait 'til it reaches your local library. In the mean time, check out "Execution" and "It's the Fast that Eat the Slow".