An effort to put the interviewee at ease 8.
They not only identify the stakeholders, but also identify the hidden stakeholders. Hammer provides some guidelines for how to go about doing business process reengineering: Organize around outcomes, not tasks.
For example, many companies simply used it as an excuse for laying off part of their workforce.
Instead of repeating one step in the process over and over, the person stays involved in the process from start to finish. Built-in reporting.
Governance is what holds them accountable—not just for the immediate outcomes of their decisions, as many organizations often do today, but for the process they used to make the decision, as well as its longer-term outcomes.
Unfortunately, business process reengineering got a bad name in many organizations.
Phase II systems also do a good job of analyzing long-term trends and setting objectives for example, productivity improvement or better capital utilization. What is selected as possible or not possible, acceptable or unacceptable, negotiable or non-negotiable depends upon the culture of the firm itself and its environment.
Where authority is distributed among many managers, then one can see a decentralized structure.
The organizing stage provides directions for achieving the planning results. Moreover, time constraints, personal distractions, low levels of decision making skill, conflict over business goals, and interpersonal factors can also have a deleterious impact on the decision making capacities of a small or large business.