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It is time to stop paving the cow paths. Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. We should “reengineer” our businesses: use the power of modern information technology to radically redesign our business processes in order to achieve dramatic improvements in their performance.

— Michael Hammer

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To succeed at reengineering, you have to be a missionary, a motivator, and a leg breaker.

Reengineering cannot be planned meticulously and accomplished in small and cautious steps. It’s an all-or-nothing proposition with an uncertain result.

THIS BOOK is not about reengineering; it is about reengineering’s consequences, about its aftermath and its abiding legacy.

Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.

Reengineering is 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.

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Quote text and notes from Wikiquote: Michael Hammer (page history), available under CC BY-SA 4.0. Source quality and labels are our own summary of what Wikiquote records.