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This text argues that the re-engineering movement of today improves on the prevailing wisdom of traditional business models and is driven by expectations and a pursuit of excellence beyond the capabilities of current business theory and practice. After re-examination of customer needs, industry, markets and technology, business leaders must impart a clear vision and perspective on meeting needs in the market-place with new processes. This book is designed for executives and managers who need to redesign business systems and organizations that are fundamentally out of touch with market realities.

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Library Journal Review

Many view the concept of reengineering-the rethinking and radical redesign of business processes to achieve dramatic improvements in performance-as the model necessary to improve the productivity and competitiveness of American industry in today's global economy. This latest offering on reengineering by Cross, John J. Feather, and Richard Lynch (coauthor, with Cross, of Measure Up! Yardsticks for Continuous Improvement, Blackwell, 1991) focuses on the design and planning processes. Topics covered include customer analysis, self-study, identifying and designing new processes, and implementing the changes. Included are models and templates for use in the redesign process and short case studies to illustrate the changes. This work should be purchased in conjuction with Michael Hammer and James Champy's Reengineering the Corporation (HarperBusiness, 1993). Recommended for all business collections.-Gary W. White, Pennsylvania State Univ., Harrisburg (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

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Kelvin Cross and John Feather are partners with Corporate Renaissance, Inc. Richard Lynch (rlynch@rbl.net) is a partner at Results-Based Leadership, Inc.