Reengineering (sometimes written as 're-engineering', usually by computer specialists)
is currently a hot topic in management, but some would argue it is hardly a new concept.
It is, rather, another term for evaluating internal management and business processes.
As many of the following items state, reengineering is not simply process improvement;
reengineering suggests questioning the value of an entire process, and combines breakthrough
thinking with TQM. Michael Hammer, one of the authors listed below, writes: At the
heart of reengineering is the notion of discontinuous thinking -of recognizing and
breaking away from outdated rules and fundamental assumptions that underlie operations.
Unless we change the rules, we are merely rearranging the deck chairs on the Titanic.