Performance improvement: the rise and fall of reengineering

H. James Harrington (International Quality Advisor, Ernst & Young LLP, San Jose, California, USA)

The TQM Magazine

ISSN: 0954-478X

Publication date: 1 April 1998

Abstract

Suggests that organizational improvement methodologies have a life cycle. This takes them through the stages of being the “in” thing to do, then into a decline because they are no longer exciting or have failed to produce results. Ultimately they are left being pursued by only a few committed individuals before the arrival of a champion to revive the approach with a new twist. Notes that process reengineering is now falling out of favor and looks at the reasons for its rapid rise and failure. Suggests factors such as its negative impact on the organization which was not clearly defined and the project cycle time which was too long. Concludes that the approach still has a role to play.

Keywords

Citation

Harrington, H. (1998), "Performance improvement: the rise and fall of reengineering", The TQM Magazine, Vol. 10 No. 2, pp. 69-71. https://doi.org/10.1108/09544789810211353

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Publisher

:

MCB UP Ltd

Copyright © 1998, MCB UP Limited

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