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Summary: Though old concepts, it is an easy read and a solid tool.
Review: "Reengineering the Corporation" was THE management book for the early to mid 90's. Many companies, including my own, adopted the Reengineering philosophy. The book implants basic management principles of process redesign. Specifically, the book encourages business leaders to examine their core processes (e.g. the order fulfillment process). Then, starting with a clean sheet of paper, the book encourages a redesign of those processes to their maximum efficiency. A critical theme throughout the book was employee ownership of processes. In fairness to those that have been involved in process redesign, Hammer and Champy's book does not introduce new management concepts. Rather, it packages the process redesign concept very nicely. The book is a very easy read, including many examples of companies that have successfully reenginered core processes. I would recommend this book to two groups. If you are a manager unfamiliar with process redesign or Total Quality Management, I would recommend this book for you. If you are a student studying business, I would strongly recommend this book. As an MBA student, I have used quotes from this book on numerous occasions. On a final note, James Champy does admit in a later publication, that reengineering has failed in many companies (Reengineering Management). But, the concepts are sound and the examples are moving.
Overall, it is a solid business tool.
Reviewed by Jay A. Goklani
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Summary: Manifesto or Miscalculation?
Review: According to Hammer and Champy, business process 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" (p. 35). It is important that you do not confuse business process reengineering with other types of change management. It is not incremental change, down-sizing, total quality management, nor a "doing more with less" strategy. In business process reengineering, quantum changes are made to core processes, which results in far greater advances. Not only are the emerging business processes vastly different from what was previously in place, but the entire organization must change also. Employees, managers, core processes and business relationships will change in a reengineered company, and the change is significant.The authors say this process-based approach will benefit three types of companies: 1) Those in deep trouble 2) Ones who are not yet in trouble but have the foresight to see future problems and 3) Those in peak condition but are looking to take a greater lead over their competition. The authors present their case in a well-written manner and use frequent real world examples to great effect. I would like to see the authors use future printings to update the currency of their examples. They also need to examine the internet's role in reengineering. The few pages in the updated introduction are not adequate. The most recent printing does include an updated introduction where they remark on reengineering's successes and why it is still relevant today. This printing also adds a very useful frequently asked questions section to clarify their position on business process reengineering and lessons learned since the initial printing. This book is for mid- and senior-level managers who believe whole-scale process changes are warranted. Also, entrepreneurs will glean important ideas for developing sound business processes. It is ideal for students studying management, organizational behavior, or process change. The author's compelling argument may not be for all business situations but their provocative manifesto deserves a thorough examination and serious consideration in today's business environment. Some readers will no doubt find reengineering as a panacea; others will see it as a relevant alternative. Read the book and judge for yourself. I recommend this book.
Rating: 
Summary: Good ideas, but not completely thought through
Review: Although the authors do not acknowledge it, business process reengineering looks like a blend of lean principles applied to white collar activities with software engineering concepts like data-flow modeling. For a business best seller, it is unusually clear-headed, concise and to the point. This being said, it has a few shortcomings:
* The authors did not anticipate how extensively "vocabulary engineering" -- that is, attaching new labels to old structures, would thwart implementation of their ideas. Executives have titles like "VP of order fulfillment" and managers refer to themselves as "process owners," but behind this facade, it is largely business as usual.
* The "process" model does not do justice to the full complexity of business organization. Not everything can or should be organized as a process. The contrast between functional departments and processes is relevant and useful, but not sufficient.
* Some very successful companies, such as Toyota, are not systematically organized around business processes, but with functional departments supplemented by cross-functional committees at the top management level and a variety of structures at lower levels.
Rating: 
Summary: Everything reengineered!
Review: An excellent book on the subject of reengineering! Explains clearly all the details, giving step-by-step procedure and apt examples. I used it for a course in 'Business Process Innovation' at a university and got 'A'. A must read for all the people with will and initiative to do things in a better way in all walks of life!
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Summary: Don't mix downsizing with reengineering!
Review: As a business management student, I was confusing reengineering with downsizing or whatever #@%*?-sizing. Non of my professors correct my mistakes. Until I finally picked up the book on Dec 96, I discovered my mistakes. You may disagree with Dr. Hammer and Mr. Champy's process-centered approah toward business(like me), but he has pointed a critical aspect of business management -- 'if it ain't broke, don' fix it' mentality. If you wait till the problem emerges or reluctant to change, God bless You! It will take longer period of time for you to emerge from troubles.
In addition, I find theirthoughts are equally useful for my personal life. Continuos learning to improve yourself is critical to success in this information intensive society.
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Summary: Easy Reading, Clear concepts
Review: Hammer puts forth a bold view on how the US corporation should be run today. With clear examples, he presents the principles of corporate reengineering in an easy manner so that even a non-MBA student (like me) can understand. I like the included example about Taco Bell. This book gives courage and direction to the one who wants to make drastic change in a business but is afraid to do it.
Rating:
Summary: Great Reading
Review: I have read this book first time when I did a course in Business Process Reengineering. It gave me a very good introduction to the subject, history of reengineering and how companies are affected by the three C's Customers, Competetion, Change. Then I have read Beyond Reengineering by the same author. There is no doubt , both are a must reading for every person/company who would like to survive working in today's competitive way of earning livelihood, doing business and keeping fit. It may sound, the Middle Managers / Supervisors are the most vulnerable group who are targets for change from the operational role perspective, in a BPR exercise. I came to know recently, that several BPR projects fail also due to lack of proper Knowledge Management in companies. Might be the authors would include effective knowledge management strategies in BPR projects in the future release of their books. Knowledge management in terms of managing tacit , explicit knowledge of a company is also important. When we are reengineering, we are also reengineering the knowledge(creation, (re)distribution, evaluation aspects of knowledge) of a company. Also aspects such as competetive intelligence is worth considering.
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Summary: Best Book I've Ever Read
Review: I made a Business Process Improvement Study for my thesis in College last year, and wanted to learn more about the subject when i came across this book. I was surprised to find out that the bank I am working for here in the Philippines is using this book as well as the instructors and trainors in the trainings and seminars I've attended. This book is a real must for wokring people across all departments in a company.
Rating: 
Summary: Can Find Most of This in the News
Review: I suspect much of this was for peoplr already running businesses. Much of it is already in the news if you keep up with business magazines and CNBC.
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Summary: ZEN SPEAK AND CANT PHRASES
Review: I think people should read this book because for better or for worse, it has defined the way big business acted in the mid and late 90's. However, it suffers from the same vices that a lot of business books do: over-the-top, breathless panting writing style, exaggerated claims (like this book transcends Adam Smith), too much jargon and neologism, and covering the very real downsides of reengineering with euphemism or omission. The authors argue that American business is lagging because its processes are too bureaucratic and mired in the past. They believe that businesses must junk old processes completely by taking advantage of new information technology. This is alright as far as it goes: why employ elevator operators in automated cars and firemen on diesel locomotives if they are no longer useful there? However, the authors do not concede until almost the very end that reengineering can cost jobs (many, many jobs) and increase the stress of those still working. They are also not particularly helpful to managers who have just had to lay off legions of workers and now face a wopping morale and credibility problem. Instead, they offer much zen-speak about "vision" and "cases for action." The case studies selected for reengineering were particularly depressing examples of pod people speak. Organizations don't change, they undergo a "paradigm shift." People don't have thoughts or ideas, they have "visions." And they never agree, they always "sign on", "get on board" or achieve "alignment." What big business really needs to reengineer is its writing and speaking styles. Like the weather, women's fashions, and other management fads (remember Total Quality Management?), reengineering will have its day in the sun and then fade away. Nonetheless, read the book for its influence rather than its educational or entertainment value.
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