BEYOND RE-ENGINEERING: DE-ENGINEERING THE CORPORATION

Authors

  • Ren Pellissier Graduate Schoolfor Business Leadership, University ofSouth Af rica
  • Paul Kruger Department of Industrial and Systems Engineering, University of Pretoria

DOI:

https://doi.org/10.7166/11-2-362

Abstract

This paper addresses the failure of re-engineering to deliver its promise of better organizational performance through radical change. It looks at the change in Hammer and Champy's own perceptions of what re-engineering really is and studies reasons for its failure - the problem of ubiquitous IT, the problem ofprocess integration and re-engineering's radical Marxist connotations. Newton's linear clock-like machine view of the world is seen as part ofthefailure ofre-engineering to deliver and is replaced by a quantum view ofcontinued, evolutionary change. Consequently, the chaos phenomenon is studied, especially with respect to the principle of self-organization. Lastly, the proposition of (evolutionary) de-engineering the organization as clean up after or beyond (revolutionary) re-engineering is discussed following on the principles of chaos theory and the emerging viewpoint ofthe organization as a living entity.

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Published

2011-11-05

How to Cite

Pellissier, R., & Kruger, P. (2011). BEYOND RE-ENGINEERING: DE-ENGINEERING THE CORPORATION. The South African Journal of Industrial Engineering, 11(2). https://doi.org/10.7166/11-2-362

Issue

Vol. 11 No. 2 (2000)

Section

General Articles

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