Is reengineering just another management fad or does it offer something of lasting value? Describe specific situations in which you would or would not recommend reengineering as a potential strategy. Be sure to support your answer.
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In the 1990's re-engineering seemed to be a buss word that did not have much impact. However, overtime, the concept has taken on a more meaningful definition. Reengineering is often defined as 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. Reengineering can be applied to any process in manufacturing and service businesses, education, and the government. According to the definition, reengineering is fundamental in that we must ask ourselves, why do we do what we do? In reengineering, we need to ignore what is and concentrate on what should be. It is radical in that it is business reinvention vs. business improvement. It can be considered dramatic in that reengineering should be brought in "when a need exits for heavy blasting:"
1. Companies in deep trouble
2. Companies that see trouble ...
This solution explains by example the debate of whether reengineering is just another management fad or if it actually offers something of lasting value. Supplemented with one supporting article.