Michael Hammer, who, in the 1990s, championed reengineering as a way to reinvent businesses, passed away last week. His theory gave rise to devoted followers and harsh critics concerned about the layoffs that often resulted from reengineering efforts. While the ubiquity of Internet-enabled corporate networks means companies get things done today in ways that are dramatically different from the time when Hammer wrote about reengineering, his theory is still a fascinating example of the impact management ideas can have. This article from the archives reflects on what reengineering was and how companies could do it better. How to make reengineering really work (es necesario registrarse) May 1994 Otro link donde NO es necesario registrarse: how_to_make_reengineering_really_work_by_mckinsey ¿Qué juicios tienen que podamos compartir aquí?