Planning Review: Volume 21 Issue 3
Table of contents
Need radical innovation and continuous improvement? Integrate process reengineering and TQM
Thomas H. DavenportInitiatives to enhance operational performance can include some programs that strive for continuous improvement and others that attempt radical innovation. But implementation…
Reengineering by objectives
Ralph P. StowTwo companies undergoing reengineering found that defining the driving objectives—such as reducing costs, elapsed time, or work hours, or improving quality—mapped the path for…
The Reengineer
Robert M. RandallMichael Hammer, the consultant often credited with coining the term “reengineering,” inspires top management at a number of cutting‐edge U.S. firms to attempt radical process…
Reengineering information systems at Cincinnati Milacron
Christopher C. Cole, Michael L. Clark, Carl NemecCole, Milacron's vice president of machine tool products, and his co‐authors tell how Enterprisewide Information Planning was used to align information systems with reengineered…
Business process reengineering at Pacific Bell
Thomas J. Housel, Chris J. Morris, Christopher WestlandThe Strategic Information Systems Division of Pacific Bell supports the company's business process reengineeiing (BPR) efforts. The division developed an innovative process‐based…
Brave new world?
William D. Coplin, Michael K. O'LearyIntractable national and ethnic conflicts and destabilizing economic trends of the past five years are fomenting political whirlwinds that will make 1993 a risky year for…
Managers of transformation
Bernard C. ReimannThis second “Conference Report” in our three‐part coverage of The Strategic Management Society's annual meeting presents case studies by CEOs and other agents of change involved…