Reengineering Management

The concept of reengineering management of a corporation involves ideas, things, information, and people, which the manager manages. This concept refers to the "art" to lead, organize and manage the entire reengineering process.

Managerial reengineering involves developing quality decision-making processes, resulting in complete, timely, and scientifically sound decisions.
Reengineering involves defining a new configuration of the system management and its components - methodological, decisional, informational, and organizational. It has a proven impact on managerial and economic performance.
Reengineering is a radical process. In other words, this process does not aim to make marginal or gradual improvements but get a general transformation quickly.
Reengineering applied to a single major participant in a market sets the bar at a new height that all other competitors must reach.
Based on these aspects, two essential notions were founded: management corporation reengineering and corporate reengineering corporation. While the two concepts use the same words, are completely differentiated as follows:

 Now, given that most BPR projects benefit from innovative uses of information systems technology (HAMMER & CHAMPY, 34 1993), the organizational problem that could condemn BPR projects to failure is a lack of communication between CEOs/top executives, and CIO/IS managers.
While many organizations have reported major benefits and a positive impact significantly on the corporation's performance, on average, the benefits and impact on the corporation from BPR seem quite disappointing compared to all the issues it seems to meet and generate.