Implications of Managerial Reengineering on Change Management
Implications of Managerial Reengineering on Change Management

Summary/Abstract: Nowadays, due to competition focused on price, delivery times and quality, companies increasingly emphasize added value through fulfillment of customer requirements and expectations and increased organizational flexibility. Generating added value requires fulfillment of market demands, and a structure based on processes. Accordingly, the company has to focus on these processes. Not all organizational processes are value related, but only those whose results the clients are ready to pay accordingly. As a result of changes in business environment (such as increasing globalization, changes in economic structure due to ascendence of services and developments in information technology) companies requires new ways to do business. One way is to develop human resources. In this case, well trained employees are needed, capable of performing a wide range of tasks. Another way is to adapt or transform to a knowledge sesitive organization, implementing knowledge based management. Finally, another way is to develop company’s capability to redesign added value processes, independent of current objectives and products or services. In this case, managerial reengineering is the logical step. This article details relationship between managerial reengineering and change management in several of the most well known reengineering approaches in literature.

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