Business Reengineering Essay -- Business, Change

Reengineering or the business process reengineering was one of the biggest business ideas in the 1990s, in its classical view, Davenport et al (2003) claimed, it incorporated few diverse ideas: â€Å"a) The radical redesign and improvement of work; b) The attacking of board, cross-functional business processes; c) [Stretch] goals of order-of-magnitude improvement; d) The use of IT as an enabler of new ways of working† (p. 157). In the beginning, reengineering was simply an idea to rebuild processes using the then new applications of IT, but lastly it became a dissolute thing: laying-off loads of workers or cutting the cost of production merely to get a company's stock price up; it instead became a real hierarchical diversion or pastime for senior executives that they suppose to create solution or new approach for issues (Ubiquity, 2003). 3C leaders and managers must learn all these past mistakes of reengineering related to organizational change and new business ideas, as Davenport et al (2003) analyzed and suggested: 1) Do not forget that any transformation, change must be implemented by employees. If people and their wishes and behaviors are not consider firstly in any new business approach, it will probably have a tough time succeeding; 2) Do not seize-upon the most radical, hype-laden narrative of the new idea as the one you want to set up in your organization; the expectations about what you can achieve may be raised higher than what you can achieve; 3) Reengineering should augment or supplement rather than replace ideas; No single idea is all-encompassing or all-powerful; 4) Radical or across-the-board change is inherently riskier than incremental change; 5) When carrying out a new business idea, managers are all ... ...in which to run experiments that the gurus may need to develop their proposals or ideas (Harvard). In strategic planning and evaluating creativity, 3C management must measure the courses of idea and creativity to ensure they obtain the best and maximum returns from platforms; feedback, criticism and suggestion could develop into the direction or focus of creativity, but they also would facilitate, motivate and improve idea or innovation in the organization (Davenport et al, 2003). Overall, in order to manage and deal with the attributes that consider stifling creativity in 3C, management not only must discourage intolerance or fear of failure and maintain openness with constructive and optimistic, but they also must continue tolerance, flexibility, determination and intelligent risk taking with understanding creative potential in self (Harvard, 2003).