Business has embraced process management as a way of life. New and controversial when the author first described the concept 17 years ago in the pages of this magazine (see “Reengineering Work: Don’t Automate, Obliterate,” HBR July – August 1990), the process-based approach to transformation is now used routinely by enterprises all over the world. Few executives question the idea that redesigning business processes – work that runs from end to end across an enterprise – can lead to dramatic enhancements in performance, enabling organizations to deliver greater value to customers in ways that also generate higher profits for shareholders.
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