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20/20 Change Agent
http://www.fastcompany.com/online/30/toolbox5.html

9 Tips for Change Agents
http://www.fastcompany.com/online/05/changetips.html  

A Parable on Organization Change: Reducing Cycle Time with Large-Scale Technology
http://coachingandmentoring.com/Articles/largescale.html  

Bob Knowling's Change Manual
http://www.fastcompany.com/online/08/change2.html  

Change Management and e-Learning: the challenge
www.vantaggio-learn.com

Companies Are People, Too
http://www.fastcompany.com/online/36/rftf.html  

Growing with Change
http://www.clemmer-group.com/excerpts/embracing_change.shtml  

Fed up With Change in Your Organization?
http://www.all-biz.com/relid/167/ISvars/default/Fed_up_With_Change_in_Your_O...htm

Taking Charge of Change
http://www.businessfinancemag.com/magazine/archives/article.html?articleID=4931   

Agents of Change
http://www.cmperme.com/pdf/cmp9906.pdf  

Alliances: Learning to Change
http://www.accenture.com/xd/xd.asp?it=enWeb&xd=ideas\outlook\pov\pov_learning.xml  

Assessing Your Organization's Innovation Capabilities
http://www.pfdf.org/leaderbooks/l2l/summer2001/christensen.html  

Balancing Top-Down and Bottom-Up Change Processes
http://www.clemmer.net/articles/article_50.aspx

Battle-Scarred Reflections Lessons Learned from the Front Lines of Organization Transformation
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb98.html&zone=kbank  

Build a Culture of Value Creation
http://gbr.pepperdine.edu/021/vbm.html  

Building Successful Teams in the Midst of Transition
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb35.html&zone=kbank  

Change is a Many Splintered Thing
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb18.html&zone=kbank  

Change Management Is an Attitude
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb37.html&zone=kbank  

Change Project Management -The Next Step
http://www.corpchange.com/archives/article_archives/a10_next_step/a10_next_step.html  

Collaboration ... Personal Power, not Position Power
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb2.html&zone=kbank  

Conspiracy of Change
http://www.fastcompany.com/online/18/conspiracy.html  

Corporate Angst
http://www.cio.com/archive/040102/angst.html  

Corporate Superman - The Blue Caped CEO
http://www.refresher.com/!superman.html  

Country Club … or Prison?
http://www.refresher.com/!countryclub.html  

Darwin Did It
http://www.dhoppe.com/published_articles/review.html  

Destructive Behavior
http://www.cio.com/archive/071500_destructive.html  

Disruption is Good
http://www.cio.com/archive/040101/disruption.html  

Down the Up Staircase
http://www.fastcompany.com/online/56/staircase.html  

The ethics of organizational interventions
http://www.toolpack.com/a/ethics.html  

Executive Development: The Personal Aspect of Organizational Change
http://www.refresher.com/!holder2.html  

Failure Is Glorious
http://www.fastcompany.com/online/51/alessi.html  

Fast Agency, Slow Government
http://www.fastcompany.com/online/30/slowgov.html  

Feedback is the Breafast of Champions!
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb16.html&zone=kbank  

Forced to Face the Web
http://www.fastcompany.com/online/43/changeweb.html  

Get Real about Implementation
http://www2.hrnext.com/Article.cfm/Nav/2.0.0.0.7321.0?CFID=5058843&CFTOKEN=81683412  

Getting it Together: Integrating Customer Focus, Involvement, and Horizontal Management
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb91.html&zone=kbank  

GM Has a New Model for Change
http://www.fastcompany.com/online/41/gm.html  

Change Agent
Issue 28
http://www.fastcompany.com/online/28/sgodin.html  

How Business Is a Lot Like Life
http://www.fastcompany.com/online/45/pascale.html  

How to Maintain Commitment to New Initiatives
http://www.refresher.com/!maintaincom.html  

How Will Your Company Adapt?
http://www.fastcompany.com/online/53/adaptability.html  

Innovation at Ground Zero
http://www.refresher.com/!innovationgz.html  

It Isn't Change That Does You In, It's the Transitions
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb42.html&zone=kbank  

Leading Change with The Balanced Scorecard
http://www.allbusiness.com/periodicals/article/809117-1.html  

Lessons on Learning
http://www.destinationkm.com/articles/default.asp?ArticleID=908  

Masters of Disaster
http://www.fastcompany.com/online/45/one.html  

Navigating Change
http://www.fastcompany.com/online/24/russell.html  

No Risk, No Reward
http://www.fastcompany.com/online/57/riskreward.html  

Organizations and Successful Change Initiatives
http://www.refresher.com/!successfulchange.html  

Platform for Excellence
http://www.fastcompany.com/online/39/shell.html  

Relationship with Change
http://www.refresher.com/!brockbank5.html  

Survival Is Not Enough
http://www.fastcompany.com/online/54/survival.html  

The 5 Most Important (& Most Valuable) Things You Will Miss Out On When You Refuse to Change
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb21.html&zone=kbank  

The Amoeba Corporation
http://www.businessfinancemag.com/magazine/archives/article.html?articleID=13545  

The Big Picture
http://www.fastcompany.com/online/51/future_bigpicture.html  

Organizational Development
http://www.affinitymc.com/5facets/Articles/bfast.html

The Four Emotional Stages of Change
http://www.anneriches.com.au/article-ct3.html  

The Greatest Danger To Business
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb43.html&zone=kbank  

The Habits Stephen Covey Forgot
http://www.anneriches.com.au/article-ct4.html  

The More More Things Change More
http://www.networkmagazine.com/article/NMG20011101S0003  

The Oz Factor: New Priorities for a Changing World
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb36.html&zone=kbank  

The Practice of Change
http://www.fastcompany.com/online/30/powertools.html  

The Stages of Culture Shock
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb40.html&zone=kbank  

Think Lean
http://www.fastcompany.com/online/55/thinklean.html  

Turn Whine into the Bottom-Line
http://www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb17.html&zone=kbank  

What Are You Complaining About?
http://www.fastcompany.com/online/46/complain.html  

Change Agent - Issue 52
http://www.fastcompany.com/online/52/sgodin.html  

Who Has the Next Big Idea?
http://www.fastcompany.com/online/50/hammer.html  

Why Good Management Ideas Fail - The Neglected Power of Organizational Culture
http://www.refresher.com/!neglected  

Why Resistance Matters
http://www.refresher.com/!resistancematters.html  

Will Companies Ever Learn?
http://www.fastcompany.com/online/39/rosenblum.html  

Workplace Wellness: Something's Happening Here
http://www.refresher.com/!wellness.html  

Your Job Is Change
http://www.fastcompany.com/online/39/jobischange.html  

Basic Context for Organizational Change
http://www.mapnp.org/library/mgmnt/orgchnge.htm  

Building Successful Teams in the Midst of Transition
http://www.advantagepoint.com/articles/change/art1.html  

Change Leaders
http://www.inc.com/magazine/19990601/804.html  

How Flexible is Your Company?
http://www.njscpa.org/story.cfm?m=t&SID=2167&PID=1039&sec=business&Hex=dd4900&Color=org  

Consultants and Owners Controversy and Reality
http://www.dhoppe.com/published_articles/consult.html  

DO YOU NEED A COMPLACENCY CHECK-UP?
http://www.dhoppe.com/published_articles/complacant.html  

Moving Up the Knowledge Value Chain
http://www.njscpa.org/story.cfm?m=t&SID=2165&PID=1039&sec=business&Hex=dd4900&Color=org  

The Enduring Skills of Change Leaders
http://www.pfdf.org/leaderbooks/l2l/summer99/kanter.html  

The Fad That Forgot People
http://www.fastcompany.com/online/01/reengin.html  

An Improvisational Model for Change Management: The Case of Groupware Technologies
http://www.sloanreview.mit.edu/smr/issue/1997/winter/1/

IS THERE AN OFFRAMP TO ALL THIS CHANGE?
http://humanresources.about.com/gi/dynamic/offsite.htm?once=true&site=http://www.changecentral.com/perspectivescomp.html  

It Doesn't Work
http://www.dhoppe.com/published_articles/itdoesnotwork.html  

Leading Transition: A New Model for Change
http://www.pfdf.org/leaderbooks/l2l/spring2000/bridges.html  

Learning for a Change
http://www.fastcompany.com/online/24/senge.html  

Managing Segment Zero
http://www.pfdf.org/leaderbooks/l2l/winter99/grove.html  

Mastering Change: Why Organizational Change Fails
http://humanresources.about.com/gi/dynamic/offsite.htm?once=true&site=http://www.changecentral.com/perspectivescomp.html  

(Non) Decision Making for Owners -103
http://www.dhoppe.com/published_articles/decisionmaking.html  

Overview of the Change Process
http://www.change-management.net/chgmodel.htm  

Owners/Managers Delegation Program
http://www.dhoppe.com/published_articles/article8.html  

The People of Hewlett-Packard v. The Past
http://www.fastcompany.com/online/01/hewpack.html  

Powerful Communication Skills that Get Results!
http://www.thechangeagent.com/communication.html  

Starting Over
http://www.dhoppe.com/published_articles/startover.html  

Teaching The Caterpillar to Fly
http://www.squarewheels.com/content/teaching.html  

TWELVE PRINCIPLES FOR MANAGING CHANGE
http://www.lynco.com/12prin.html 

Why bring in outside help?
http://www.thebridgesi.co.uk/questions/why_outside_help.html  

Challenge is the Opportunity for Greatness
http://www.pfdf.org/leaderbooks/l2l/spring2003/kouzes.html  

THE THREE QUESTIONS
http://www.wmbridges.com/resources/article-three_questions.html  

How to Build a Critical Mass of Support to Accelerate Your Change
http://www.beingfirst.com/resultsfromchange/pastissues/print.php?i=13

Archive

20/20 Change Agent
Trying to turn around a giant insurance company is like trying to parallel park a battleship. Just ask Tom Valerio.

The Amoeba Corporation
Here’s how companies are lengthening their life span by reshaping internal systems for flexibility, modernizing their cultures and monitoring the ever-changing environments in which they operate.

Basic Context for Organizational Change
By Carter McNamara, PhD
It seems like the topic of organizational change has reached evangelical proportions. There's an explosion of literature about the subject and an accompanying explosion in the number of consultants who offer services in this general area. The following information attempts to provide some basic perspective about the concept of organizational change.

Building Successful Teams in the Midst of Transition

Building Successful Teams in the Midst of Transition
By Thomas W. McKee
Some people seem to thrive on change. How do they do it? How do they manage change in a way that they not only survive, but also excel?

Change Management 101: A Primer
By Fred Nickols
The purpose of this paper is to provide a broad overview of the concept of “change management.”

Change Management: A Primer

Creating Your Future

Culture – Are you dancing with the devil?
It's difficult to bring about fundamental change in organizations unless the culture supports the change or, at least, can be altered to support the new initiatives.

Destructive Behavior
Some executives like to conceive their company's future through strategic-planning exercises. Not Jack Welch. For him, strategic planning is too safe, too theoretical. Instead, Welch had his business units envision how the future could hurt them. He called the exercise Destroy Your Business (DYB).

Do you need a complacency check-up?
By Dennis Hoppe
How complacency, settling for mediocrity, and stagnation can severely damage your company. How to rejuvenate

Due Diligence: Moving Up the Knowledge Value Chain
By James R. Florin
Competitive forces have led many companies to transform themselves via acquisitions, mergers, and divestitures. If your employer is involved in any of these initiatives, or if you work for a closely-held company considering an Initial Public Offering, there may be an opportunity not to be missed to participate in due diligence activities.

Embracing Change
Embrace change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline and continue to grow and develop.

The Enduring Skills Of Change Leaders
By Rosabeth Moss Kanter
Hundreds of books and millions of dollars in consulting fees have been devoted to leadership and organizational change. No issue of the past 15 years has concerned more managers or a wider spectrum of organizations. Yet, for all the attention the subject merits, we see every day that certain kinds of change are simple.

The Fad That Forgot People
By Thomas H. Davenport
One of reengineering's creators explains the iron triangle that turned a modest idea into a destructive fad -- and offers advice on how to avoid the next one.

FIERCE RESOLVE
Bringing Corporate Philosophy Alive
By Jody Urquhart
Imagine this. A company has very promising and fashionable philosophies about customer service, integrity and trust. What are these glorious
implications in the workplace? Nobody knows. Like...

GM Has a New Model for Change

Guillotine or Rack?
In My Humble Opinion: Change Agent Seth Godin on creating real change.

It Doesn't Work (Accountability without Authority)
By Dennis Hoppe
Why you can't hold people accountable for anything without giving them clear and defined authority.

Leadership/Management
By Dennis Hoppe
How leadership and motivational skills can make or break you. Why YOU need to set the example for them. What the followers really need from you.

Leading Transition: A New Model For Change
By William Bridges and Susan Mitchell
Change is nothing new to leaders, or their constituents. We understand by now that organizations cannot be just endlessly "managed," replicating yesterday's practices to achieve success. Business conditions change and yesterday's assumptions and practices no longer work. There must be innovation, and innovation means change.

Learning for a Change
By Alan M. Webber
Ten years ago, Peter Senge introduced the idea of the "learning organization." Now he says that for big companies to change, we need to stop thinking like mechanics and to start acting like gardeners.

Managing Segment Zero
By Andrew S. Grove
Major  change in the competitive landscape can take many forms. It may be the introduction of new technologies, a new regulatory environment, or a sudden shift in customer preferences. But the change usually hits the organization in such a way that those of us in senior management are among the last to notice.

New Perspectives on Meeting Market Needs by Managing Change within Organizations
By Cay Villars

(Non) Decision Making For Owners - 103
By Dennis Hoppe
How only the strong and bold survive, and the procrastinators fail in business. How failing to make timely decisions can kill your company.

Organizations and Successful Change Initiatives

Overview of the Change Process
Richard M. DiGeorgio & Associates, Memory jogger for the change process

Owners/Mangers Delegation Program
By Dennis Hoppe
Why you will never improve your quality of life and maximize company effectiveness unless you are willing and trained to delegate. Get the monkey off of your back.

The People of Hewlett-Packard v. The Past
By Eric Matson
Why settle for an ordinary meeting when you can stage a trial or a funeral? When the agenda is change, don't tell people, show them.

Powerful Communication Skills that Get Results!
by Patti Hathaway, CSP ; In customer service, is it more important to be a good sender of information or receiver?

Prioritizing
By Dennis Hoppe
How winners are able to prioritize and move forward, while others stagnate. The ABC decision process, and the critical importance of timing.

Square Wheels® Toolkits
This toolkit is a self-contained, flexible set of illustrations and ideas that you can use in a variety of performance improvement situations.  Based on the Square Wheels illustrations and produced by Dr. Scott Simmerman. Powerful, Proven and Effective!

Starting Over
By Dennis Hoppe
Why mentally treating your business as a startup every 6 months, and evaluating every aspect of your business from that zero-base mentality will keep you on the path to success.

Strategic Planning: An Essential Tool for Organizational Success and Growth
By Alisa C. Alt
Without a plan, one is tossed, rather than guided, into the future. Without a vision, a business cannot prosper. For the CPA profession to survive and progress in the years ahead, today’s CPAs need to closely examine their organizations and create a strategic plan to move them forward.

Successfully Managing Change with a Balanced Scorecard

Taking Charge of Change

Teaching The Caterpillar to Fly
An article about the paradoxes in managing and leading change.  Written by Dr. Scott Simmerman, it contains frameworks and models that you can use in your teaching, training and development efforts.  Free!

Ten Tips for Taking Criticism
by Patti Hathaway, CSP; tips on feedback and criticism.

They Don't Play My Music Anymore – A Three Step System for Creating Personal and Professional Harmony During Times of Change

Twelve Principles For Managing Change

What an Employee Really Costs/Generates
By Dennis Hoppe  The mistake of looking at what an employee costs you rather than focusing on how much revenue they can generate for you if properly used.

Your Job Is Change - When change programs are doomed before they start ... When old leaders are stumped by new challengers ... When change itself is changing ...

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Business Improvement and Process Reengineering Articles

327 Companies Share Best Practices in Business Process Reengineering and Future Role of IT in Reengineering
BPR Best Practices Study Report
327 participants from 54 countries participated in the Reengineering Best Practices study, and contributed lessons learned from their projects.

Balancing Work And Family
Short-sighted nature of BPR initiatives has been often criticized because of their key emphasis on restructuring and downsizing [read 'dumbsizing'].

BPR On-Line Tutorial Series
Free reengineering tutorial series for reengineering and project teams

BPR Project Management
A Radical Approach to Project Team Organization By Dorine Andrews and Susan Stalick
To the casual observer, it would seem logical that one should manage a business process reengineering (BPR) project just like any other organizational change effort.

The BPR Strike Force
Designing a pilot project is the best way to launch business process reengineering. In today's climate, the result has to be flexible and pay off quickly.

Business Case - Friend or Foe? - Part 1, The
Part one of a three part series on business case development.

Business Engineering and Process Redesign in Higher Education: Art or Science?
This presentation explores both policy and operational issues associated with optimizing the return on an organization’s investment in enterprise transactional systems via business engineering and process redesign.

Business Process Reengineering
Mike Donovan, a management consultant based in Natick, Mass., answers a number of oft-asked questions concerning business process reengineering practices in manufacturing.

Business Process Reengineering: Constantly Adapting to Change
By Lowell J. Greenberg
BPR involves the total creative rethinking of one or more of a company’s key business processes. No business assumption or organizational structure is sacred.

Business Process Reengineering and Legacy Systems Transformation
By William Ulricha
BPR is not an isolated phenomenon in today's highly automated environments.  This article integrates BPR and legacy migration strategies.

Business Process Reengineering and Organisational Design
By Alan E. Cooper
This MBA dissertation describes research into BPR and organisational culture change.

Business Reengineering In Higher Education: Promise And Reality
By James H. Porter
Significant changes and improvements we can make to integrate and improve our administrative processes that should be aggressively pursued.

C.E.O. Agenda, The
By Brian N. Dickie
The majority of companies have passed through the first wave of reengineering. Now the issue is growth.

Conceiving IT-Enabled Organizational Change
Management models of IT-enabled organizational change like business process re-engineering, networking organizations, and complementary IT-to-business strategies, circulate broadly through the academic literature and popular business press. This study examines a strategic planning process as it is shaped by a popular IT-enabled change model.

Conceptual Re-engineering at Nissan
By Robert J. Thomas
To anyone who admires tradition, the business of making cars has always had a kind of simple elegance.

Designing Tools to Support Business Process Reengineering
Presents the Enterprise Engineering Project at the University of  Toronto’s vision for BPR tools and also specifies criteria for the evaluation of these tools.

Emory Clinic Achieves Dramatic Results with Pilot of Reengineered Business Process
The Business Re-Engineering Group (BRG) and The Emory Clinic have successfully completed a pilot of a radically redesigned process to "arrange care" for patients. The redesign affected every element of the process to schedule appointments, register patients, certify insurance and order services - all the activities that typically occur before a patient sees the physician.

Enterprise Systems Quantum’s Leap
One computer manufacturer's risky decision to overhaul its worldwide business systems in a single bound paid off.

ERP+BPR=BR
By K.S. Ramaprasad - Consultant, MAARS Software International
The onus of the successful implementation lies with the organisation

Fad That Forgot People (Davenport), The
Reviews the organizational destruction cast by reengineering, Davenport reviews its evolution form a 'decent' fad to a $51 billion industry in 1995.

Five Steps for Creating Effective Visions
"Some basic steps you can take that will greatly increase the chances of creating an effective vision for your organization."

FORSCOM Reengineering Home Page-PUB
Forces Command, a Major Command of the United States Army, is reinventing the entire command through increased efficiency and effectiveness.

From Reengineering to E-Engineering
Companies large and small are racing to revamp operations for the Internet Age

Future Role of IT in Reengineering
Benchmarking study on the role of IT during organizational change and how to improve working relationships between IT and operational managers.

Government Business Process Reengineering (BPR) Readiness Assessment

Hocus-Pocus of Reengineering,
Paul A. Strassmann; Across The Board; June 1994

How to Measure Success: Uncovering The Secrets Of Effective Metrics.

Introduction to BPR
Purpose: "Gain an understanding of what is meant by 'business process', and understand and contrast continuous process improvement and business process reengineering."

IT's Role in Business Process Reengineering Initiatives
By William Ulrich
Radically altering business processes within highly automated work environments typically requires modification to the information systems that support those processes.  This article outlines how to deal with this challenge.

Modelling the Organization: New Concepts and Tools for Re-Engineering
Eric S. K. Yu, John Mylopoulos and Yves Lesperance University of Toronto
In response to competitive pressures, customer demands and ever-changing regulatory conditions, many companies are fundamentally rethinking the way they do business (e.g., [Davenport93] [Hammer93]). During this business re-engineering process it is important to be able to clearly link production processes and organizational services to business goals and objectives. Artificial Intelligence in general and Knowledge Representation in particular can greatly contribute towards technologies that enable the modeling of organizations and the analysis of alternatives in support of the business re-engineering process.

Newest Pet Rock Needs a Firm Foundation
Process re-engineering is on its way to becoming the latest pet rock of management techniques.

Next Wave: Re-engineering for Growth, The
By Bud Moeller, Jeffrey S. Tucker, and John Devereaux
The first waved of re-engineering emphasized cost. The next wave focuses on eliminating unnecessary expense while improving quality, speed and service.

Organisational Redesign
This paper provides an overview of types of organisations, the reasons for a strategic review of them, the method of doing so Business Process Re-engineering (Organisational Design), and some of the problems.

Partnering for Results: A Case Study of Re-engineering, the Corning Way
By Roger G. Ackerman and Gary L. Neilson
How do you institute real change while preserving a company's culture? Corning Incorporated did it by starting at the top and by creating a partnership to transform itself through a comprehensive reassessment of its existing cost and hopes for growth.

People Factor, The
"In reengineering efforts, it can be the employees-and not the technology-that make or break a project's success."

Processes of Organization and Management - David A. Garvin
Modern organizations all too often suffer from isolated departments, poor communication, and fragmented work, making it difficult for managers to accomplish their goals.

Process Reengineering at GTE
Michael Hammer, co-author of "Reengineering the Corporation" and "The Reengineering Revolution" is among the acknowledged experts of process re-engineering. Dr. Hammer's work provided a model for process re-engineering at GTE Telephone Operations.

Quest For Process Reengineering
By Jay Varzandeh, Ph.D., CMP
The quest for "continuous improvement and process reengineering" has come to embrace a wide range of organizational decisions and concepts used for improvements in all manufacturing and service industries.

Reengineering
by Paul A. Strassmann; excerpted from The Politics of Information Management;The Information Economics Press, 1995

Re-engineering of Business Processes in Multinational Corporations
Prof. Dr. Michael Kutschker; Katholische Universitat Eichstatt, Germany

Reengineering Call Centers : How to Choose between Reengineering and Continuous Improvement
"This paper summarizes the challenges for call center managers today in the areas of operating costs, service levels and new technology, and discusses the potential for reengineering to allow managers to break out of the traditional cost vs. service trade-off."

Re-engineering: Why It So Often Fails

Reengineering Success Factors: why do some projects fail and others succeed?

Re-engineering and TQM: Approaches to Organizational Change told as a "Tale of Three Villages"

Reinventing the Government (Government Executive)

Revisiting Reengineering
By Art Kleiner
Heralded as the corporation's savior, BPR was later condemned as a heartless, failed management fad. But perhaps evangelists like Michael Hammer needed to go even farther.

Risk Management
New pressures and higher stakes are forcing companies to rethink how they justify and oversee IT risks By Lynda Radosevich and Cheryl Dahle

Roots Of Business Process Reengineering, The
"Reengineering is certainly not a breakthrough in management thinking, but a convenient bandwagon on which management and consultants could readily hop in search of a quick remedy to unfavorable financial health of U.S. industrial corporations that had been festering for a long time. "

Study of Business Process Reengineering, A
Abstract by Kevin Lam
Introduces the Business Process Re-engineering, based on extensive references to the book "Reengineering the Corporation" by Hammer and Champy. It will draw out some questions about the absolute benefits of reengineering. At the end, the enabling role of information technology will be discussed.

Transforming Your Company: Business Process Reengineering and Client-Server Technology Excerpt from Business Process Reengineering Slide Show

Twenty Key Elements of a Product Realization Process
"The Twenty Key Elements of a PRP, identified and briefly described. The full list of 56 Best Practices, identified but not described. Background information, including: task force process and participating companies." 

Visions and Strategic Plans: Who needs them?
"Is a vision and strategic plan something you should worry about? Or is this something only for an executive team or the top leaders of your organization?"

What Every CEO Needs to Know About Electronic Commerce
Get ready for another round of reengineering. Top 10 must-do action items for CEOs.

What is BPR?
IS/IT alone does not deliver benefits. Changes must take place in the way business activities are performed. Business Process Reengineering (BPR) is one such approach to producing change.

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