{"id":55730,"date":"2026-04-03T11:54:15","date_gmt":"2026-04-03T11:54:15","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module-2\/lessons\/lesson-1-re-engineered-corporation-four-key-words-3-2\/"},"modified":"2026-04-03T11:54:15","modified_gmt":"2026-04-03T11:54:15","slug":"lesson-1-re-engineered-corporation-four-key-words-3-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/corporate-behaviors-and-culture-module-ucam-university\/lessons\/lesson-1-re-engineered-corporation-four-key-words-3-2\/","title":{"rendered":"Lesson 1: Re-engineered Corporation four key words."},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 1: Organisational structure<\/h2>\n

This definition contains four key words.<\/h3>\n
\n\n\t\t\t\t\t FUNDAMENTAL
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The first keyword is fundamental. In doing reengineering, businesspeople must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do? Asking these fundamental questions forces people to look at the tacit rules and assumptions that underlie the way they conduct their businesses. Often, these rules turn out to be obsolete, erroneous, or inappropriate. Reengineering begins with no assumptions and no givens; in fact, companies that undertake to reengineer must guard against the assumptions that most processes already have embedded in them.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t RADICAL
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The second keyword in our definition is radical, which is derived from the Latin word radix, meaning “root.” The radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place but throwing away the old. In reengineering, radical redesign means disregarding all existing structures and procedures and inventing completely new ways of accomplishing work. Reengineering is about business reinvention—not a business improvement, business enhancement, or business modification<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t DRAMATIC
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The third key word is dramatic. Reengineering isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance. If a company falls 10 percent short of where it should be, if its costs come in 10 percent too high, if its quality is 10 percent too low, if its customer service performance needs a 10 percent boost, that company does not need reengineering. More conventional methods, from exhorting the troops to establishing incremental quality programs, can dig a company out of a 10 percent hole. Reengineering should be brought in only when a need exists for heavy blasting. Marginal improvement requires fine-tuning; dramatic improvement demands blowing up the old and replacing it with something new<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t PROCESSES
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The fourth key word is processes. Although this word is the most important in our definition, it is also the one that gives most corporate managers the greatest difficulty. Most businesspeople are not process-oriented; they are focused on tasks, on jobs, on people, on structures, but not on processes. We define a business process as a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer<\/h5>\n<\/details>\n
The first keyword is fundamental. In doing reengineering, businesspeople must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do? Asking these fundamental questions forces people to look at the tacit rules and assumptions that underlie the way they conduct their businesses. Often, these rules turn out to be obsolete, erroneous, or inappropriate. Reengineering begins with no assumptions and no givens; in fact, companies that undertake to reengineer must guard against the assumptions that most processes already have embedded in them.<\/h5>\n
The second keyword in our definition is radical, which is derived from the Latin word radix, meaning “root.” The radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place but throwing away the old. In reengineering, radical redesign means disregarding all existing structures and procedures and inventing completely new ways of accomplishing work. Reengineering is about business reinvention—not a business improvement, business enhancement, or business modification<\/h5>\n
The third key word is dramatic. Reengineering isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance. If a company falls 10 percent short of where it should be, if its costs come in 10 percent too high, if its quality is 10 percent too low, if its customer service performance needs a 10 percent boost, that company does not need reengineering. More conventional methods, from exhorting the troops to establishing incremental quality programs, can dig a company out of a 10 percent hole. Reengineering should be brought in only when a need exists for heavy blasting. Marginal improvement requires fine-tuning; dramatic improvement demands blowing up the old and replacing it with something new<\/h5>\n
The fourth key word is processes. Although this word is the most important in our definition, it is also the one that gives most corporate managers the greatest difficulty. Most businesspeople are not process-oriented; they are focused on tasks, on jobs, on people, on structures, but not on processes. We define a business process as a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer<\/h5>\n

The four requisite characteristics of a reengineering<\/h3>\n

effort that fulfill the definition that reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed, are:<\/h5>\n
\n\n\t\t\t\t\t Process orientation
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The improvements that IBM Credit, Ford, and Kodak effected did not come about by attending to narrowly defined tasks and working within predefined organizational boundaries. Each was achieved by looking at an entire process—credit issuance, procurement, and product development—that cut across organizational boundaries.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Ambition
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Minor improvements would not have been sufficient in any of these situations. All three companies aimed for breakthroughs. In reengineering its accounts payable process, Ford, for example, skipped the 20 percent fix and went for the 80 percent solution.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Rule-breaking
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Each of these companies broke with old traditions as they reengineered their processes. Assumptions of specialization, sequentially, and timing were deliberately abandoned<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Creative use of information technology
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The agent that enabled these companies to break their old rules and create new process models was modern information technology. Information technology acts as an enabler that allows organizations to do work in radically different ways.<\/h5>\n<\/details>\n
The improvements that IBM Credit, Ford, and Kodak effected did not come about by attending to narrowly defined tasks and working within predefined organizational boundaries. Each was achieved by looking at an entire process—credit issuance, procurement, and product development—that cut across organizational boundaries.<\/h5>\n
Minor improvements would not have been sufficient in any of these situations. All three companies aimed for breakthroughs. In reengineering its accounts payable process, Ford, for example, skipped the 20 percent fix and went for the 80 percent solution.<\/h5>\n
Each of these companies broke with old traditions as they reengineered their processes. Assumptions of specialization, sequentially, and timing were deliberately abandoned<\/h5>\n
The agent that enabled these companies to break their old rules and create new process models was modern information technology. Information technology acts as an enabler that allows organizations to do work in radically different ways.<\/h5>\n

The impact of Re-engineering a corporation on an orgnisation<\/h3>\n
\n\n\t\t\t\t\t Improved Efficiency:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
One of the primary goals of re-engineering is to streamline processes and eliminate unnecessary steps or redundancies. This can lead to increased efficiency, reduced cycle times, and improved productivity. By optimising workflows and removing bottlenecks, the organization can achieve cost savings and allocate resources more effectively.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Enhanced Customer Satisfaction:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
\u00a0Re-engineering efforts often focus on aligning processes with customer needs and expectations. By re-designing processes to be customer-centric and improving the overall customer experience, organisations can enhance customer satisfaction and loyalty. This, in turn, can lead to increased customer retention, positive word-of-mouth, and improved market competitiveness.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Increased Agility and Flexibility:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Increased Agility and Flexibility: Re-engineering a corporation involves creating a more agile and adaptable organisation. By implementing cross-functional teams, empowering employees, and fostering a culture of innovation and continuous improvement, the organisation becomes better equipped to respond to changing market dynamics, customer demands, and competitive pressures.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Cost Reduction:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Through the elimination of non-value-added activities, re-engineering can help identify cost-saving opportunities. By streamlining processes and reducing waste, organisations can achieve cost efficiencies, optimize resource allocation, and improve financial performance. This can result in improved profitability and a stronger competitive position.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Cultural Transformation:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
\u00a0Re-engineering initiatives often require a cultural shift within the organisation. This involves breaking down silos, promoting collaboration and communication, and encouraging a mindset of continuous improvement and learning. A successful re-engineering effort can foster a culture of innovation, agility, and accountability, driving positive organisational change.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Strategic Alignment:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Re-engineering a corporation provides an opportunity to realign the organisation’s structure, processes, and resources with its strategic objectives. By reassessing the organisation’s mission, vision, and goaals, and aligning them with the re-engineering efforts, organisations can ensure that their activities are focused on delivering value and achieving long-term success.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Employee Engagement and Empowerment:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Involving employees in the re-engineering process can lead to increased engagement and empowerment. By seeking their input, providing training and development opportunities, and recognising their contributions, organisations can foster a sense of ownership and commitment among employees. This can result in improved morale, productivity, and retention.<\/h5>\n<\/details>\n
One of the primary goals of re-engineering is to streamline processes and eliminate unnecessary steps or redundancies. This can lead to increased efficiency, reduced cycle times, and improved productivity. By optimising workflows and removing bottlenecks, the organization can achieve cost savings and allocate resources more effectively.<\/h5>\n
\u00a0Re-engineering efforts often focus on aligning processes with customer needs and expectations. By re-designing processes to be customer-centric and improving the overall customer experience, organisations can enhance customer satisfaction and loyalty. This, in turn, can lead to increased customer retention, positive word-of-mouth, and improved market competitiveness.<\/h5>\n
Increased Agility and Flexibility: Re-engineering a corporation involves creating a more agile and adaptable organisation. By implementing cross-functional teams, empowering employees, and fostering a culture of innovation and continuous improvement, the organisation becomes better equipped to respond to changing market dynamics, customer demands, and competitive pressures.<\/h5>\n
Through the elimination of non-value-added activities, re-engineering can help identify cost-saving opportunities. By streamlining processes and reducing waste, organisations can achieve cost efficiencies, optimize resource allocation, and improve financial performance. This can result in improved profitability and a stronger competitive position.<\/h5>\n
\u00a0Re-engineering initiatives often require a cultural shift within the organisation. This involves breaking down silos, promoting collaboration and communication, and encouraging a mindset of continuous improvement and learning. A successful re-engineering effort can foster a culture of innovation, agility, and accountability, driving positive organisational change.<\/h5>\n
Re-engineering a corporation provides an opportunity to realign the organisation’s structure, processes, and resources with its strategic objectives. By reassessing the organisation’s mission, vision, and goaals, and aligning them with the re-engineering efforts, organisations can ensure that their activities are focused on delivering value and achieving long-term success.<\/h5>\n
Involving employees in the re-engineering process can lead to increased engagement and empowerment. By seeking their input, providing training and development opportunities, and recognising their contributions, organisations can foster a sense of ownership and commitment among employees. This can result in improved morale, productivity, and retention.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-55730","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 1: Re-engineered Corporation four key words. - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/corporate-behaviors-and-culture-module-ucam-university\/lessons\/lesson-1-re-engineered-corporation-four-key-words-3-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 1: Re-engineered Corporation four key words. - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 1: Organisational structure This definition contains four key words. 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