A bold and revolutionary thinker’s legacy for how business can meet the greatest economic challenge in decades...
It’s no secret: everyone knows that the way most companies do things is screwed up. Surprisingly, though, herein lays the biggest opportunity for improving growth and profitability in a world in which consumers are tapped out and competition is coming from the devastating combination of low-wage countries with high skills.
For more than a decade, following his landmark Reengineering the Corporation, Michael Hammer did “deep dives” into the processes of companies in every imaginable business—from oil refineries to software developers, factories, retailers, and hospitals—to understand the nuts and bolts of how they do their work, and then to advise them how to do it differently to become faster, cheaper, better. The results were the right product, at the right time, with the right price and quality—businesses that not only ate the competitions’ lunch but their breakfast and dinner, too.
The research and passion Dr. Hammer brought to this book have been ably carried on, following his tragic and unexpected death in 2008, by his colleague, Lisa Hershman, now the CEO of Hammer and Company. Looking at a company's operations not in terms of piecemeal fragments of work performed in a slew of isolated functional departments but as large-scale holistic work units transformed many companies, enabling them to meet the unique challenges of our time.
The late DR. MICHAEL HAMMER was the coauthor of Reengineering the Corporation and the author of The Agenda. LISA W. HERSHMAN is the CEO of Hammer and Company.
When Hammer (coauthor of Reengineering the Corporation) died in 2008, he had nearly completed a first draft of a new treatise on business transformation. Finished by Hershman, CEO of Hammer and Company, this timely book focuses on the revolutionary potential of process improvement in an era of increasingly intense competition. Hershman presents seven essential principles (identifying and fine-tuning such factors as "who does the work," "where the work is done," etc.) and a tool kit of nine "levers," or changes, for how actual work streams can be organized and executed more effectively in companies across industries and across the globe. Case studies in the final section show how these end-to-end process re-engineerings have been applied in real enterprises, including Tetrapak, a packaging equipment company; Gamesa, a Mexico-based leader in cookie production; and Hattaway, a specialty metals-forming business. Easy to read, down-to-earth, and filled with nuggets of practical business wisdom, this eye-opening work is imminently applicable for business owners, leaders, and managers at all levels.