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1、HowtomakereengineeringReprintedfromtheHarvardBusinessreallyworkReviewCompaniesoftensquandertheirenergiesonattractive-lookingprojectsthatfailtoproducebottom-lineresultsEugeneA.Hall,JamesRosenthal,andJudyWadeAstudyofreengineeringprojectsinover100companiesrevealshowdifficultthes
2、eprojectsaretoplanandimplementand,moreimportant,howoftentheyfailtoachieverealbusiness-unitimpact.Thestudyidentifiedtwofactors–breadthanddepth–thatarecriticalintranslatingshort-term,narrow-focusprocessimprovementsintolong-termprofits.SuccessfulprojectsatBancadiAmericaediItalia,
3、SiemensNixdorfService,andAT&Tdemonstratehowcompaniescanappropriatelymaketheirreengineeringprojectsbroaderanddeeper.Suchefforts,however,ifpoorlymanaged,provokeorganizationalresistance.Butsuchoppositioncanbeovercomeifcommittedmanagersapproachreengineeringasapainfulbutnecessary
4、disruptionofthestatusquo.NALLTOOMANYCOMPANIES,reengineeringhasbeensimultaneouslyagreatsuccessandagreatfailure.Aftermonths,evenyears,ofcarefulIredesign,thesecompaniesachievedramaticimprovementsinindividualprocessesonlytowatchoverallresultsdecline.Bynow,paradoxicaloutcomesofth
5、iskindhavebecomealmostcommonplace.Acomputercompanyreengineersitsfinancedepartment,reducingprocesscostsby34percent,yetoperatingincomestalls.Aninsurercutsclaims-processtimeby44percent,yetprofitsdrop.Managersproclaima20percentcostreduction,a50percentprocess-timereduction,a25perce
6、ntqualityimprovement,yetinthesameperiod,business-unitcostsincreaseandprofitsdecline.Inshort,toomanycompaniessquandermanagementattentionandotherresourcesonprojectsthatlooklikewinnersbutfailtoproducebottom-lineresultsforthebusinessunitasawhole.Butwhy?Thepromiseofreengineeringis
7、notempty:itcanactuallydeliverrevolutionaryprocessimprovements,andmajorreengineeringeffortsarebeingconductedaroundtheworld.Whythencan’tcompaniesconveytheseresultstothebottomline?Authors’note:WewouldliketothankTomAnderson,SanjeevDheer,StuartFlack,andBetsyFreemanfortheircontrib
8、utionstothisarticle.THEMcKINSEYQUARTERLY1994NUMBER2107HOWTOMAKEREENGINEERIN
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