![]() ![]() ![]() And rarely did a single employee monitor an entire process so that he could, for example, pinpoint exact delivery dates for customers.Īgainst such a backdrop, process reengineering seemed bold and exhilarating. Each unit might have its own process for purchasing, accounts payable, or expense analysis. A company's units and functions often operated almost as though they were independent silos, with little attempt to coordinate efforts among them. When reengineering first appeared during the economic slowdown of the early 1990s, many firms hadn't tackled the problems of redundancy in their organizations. ![]()
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