In the last decade, most companies in America claim they initiated some form of a large-scale redesign, reengineering, or transformation effort. Many faced up to the imperative to reinvent and redesign themselves, and to create high-performance, process-centered, visionary, learning organizations. In many cases, however, the principles and tools have been used simply to reduce shortterm costs and to downsize without long-term impact. In the early 1990s, reengineering became a multi-billion dollar business for many large consulting firms. In successful corporations of the future, these skills will be developed and retained internally. Today’s mandate is
to embrace, acquire, and implement the core competence of corporate reinvention and redesign, so that people can renew their own companies.