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Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, ... Hammer and Champy (1993) [43] ...
Hammer was a Jewish-American engineer, management author, and a former professor of computer science at the Massachusetts Institute of Technology (MIT). Hammer and James A. Champy founded the management theory of Business process reengineering (BPR). [1] In which, they wrote "Re-engineering the Corporation: Manifesto for Business Revolution" in ...
James (Jim) Champy (born 1942) is an Italian American business consultant, and organizational theorist, known for his work in the field of business process reengineering, business process improvement and organizational change.
Michael Hammer also presented the business process orientation concept as an essential ingredient of a successful “reengineering” effort. Hammer coined this term to describe the development of a customer focused, strategic business process based organization enabled by rethinking the assumptions in a process oriented way and utilizing ...
Business process re-engineering (BPR) was originally conceptualized by Hammer and Davenport as a means to improve organizational effectiveness and productivity. It can involve starting from a "blank slate" and completely recreating major business processes, or it can involve comparing the "as-is" process and the "to-be" process and mapping the ...
Michael Hammer - business process reengineering (1990s) Charles Handy - organisational behaviour (1990s) Paul Harmon - management author; G. Charter Harrison (1881–1959) - Anglo-American management consultant and cost account pioneer; Sven A. Haugland (born 1948) - Norwegian organizational theorist; David L. Hawk
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According to Bodine and Hilty (2009) "important advances in this area borrowed from the operations discipline came in 1993 in the form of Michael Hammer and James Champy‘s book Reengineering the Corporation, which introduced tools for mapping and optimizing business activities using process modeling.
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