This book is a following one for "reengineering the Corporation" written by Michael Hammer and James Champy. You've redesigned your company's processes, organization, and culture. Now, how do you manage it?

Champy examines the successes and failures of reengineering, and cites the failure of management to change as the greatest threat to the success of reengineering. Champy attempts to develop a subject that was not given adequate attention in Reengineering the Corporation. Managers must change how they work if they are to realize the full benefits of reengineering.

Champy begins with the impact of reengineering on managers. Managers must create change, big change and fast. According to Champy, managers most fear the loss of control. Modern managers do not command or manipulate, but share information and educate. They must replace old ways of thinking with new ideals and expect

2. What kind of culture do we want?

1) Determine what values are deeply shared by people.

According to some interpreters Champy's communication style is inspirational and motivational, but is not very well organized. Hammer and Stanton are more pragmatic with their "bite the bullet" advice for participating in their book; "The Reengineering Revolution". Champy, on the other hand, just announces a new revolution.

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Approximate Word count = 1011
Approximate Pages = 4 (250 words per page double spaced)