How is X-engineering different from Reengineering?
When Michael Hammer and I conceived REENGINEERING THE CORPORATION, we recognized the economy was going through enormous changes and businesses urgently needed ways to respond. Our message was that work would have to be redesigned or reengineered in terms of processes rather than tasks or departments. The impact of reengineering was internal. In other words, the reforms ended at the company gate. For the past five years, the technology revolution and the global economic realignment demanded that businesses prepare for the next stage of transformation. Reengineering must now be extended to include all stakeholders, not just a company’s shareholders. I wrote X-ENGINEERING THE CORPORATION to help managers confront the new challenges of connectedness and dependency. Where reengineering showed managers how to organize work around processes inside a company, X-engineering argues that the company must now extend processes outside, integrating them with other companies. What does the X mean? X
