REENGINEERING
Reengineering generally involves going back to the beginning and inventing a better way
of doing work. At some point, an organization had to start all over again from the bottom in
order to achieve desired success. It is about gradually rejecting the conventional wisdom and
received assumptions of the past and inventing new approaches to process structure that bear
little or no resemblance to those of previous eras.
This definition contains four keywords: Fundamental, Radical, Dramatic, and Process.
There are three kinds of companies that need reengineering: companies in deep trouble,
companies that are not yet in trouble but had the foresight to see trouble coming, companies in
peak condition but desired great development.
With Alan Smith’s principles had become obsolete in today’s world’s fast-changing and
unpredictable economy; managers cannot assess their company’s growth, determine the market
growth, customer demand, or the product life cycles using the same old approach. The basic
motivations for reengineering, which now play a significant role in directing organizations on
their path, include the 3Cs: Customers take charge, Competition intensifies, and Change
becomes constant.
1. Customers take charge
In the present time, customers’ tastes and special needs are often taken into account and
satisfied. However, sellers used to have the upper hand in the past; there were very few
competitors among the sellers, so the market did not have much to offer. Same products and
services would be sold repeatedly, and the consumers would have to buy whatever was available
on the market. As for now, when countries are leveraging off the free trade deal, the markets now
have more selections, and the demand for personalized products and services rises. The textbook
has clearly stated that “There is no longer any such notion as the customer; there is only this
customer.
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