Lumsdon K
Hosp Health Netw. 1995 Oct 5;69(19):44-8, 50, 52.
Two-thirds of all reengineering attempts fail. Why? CEOs cede responsibility to consultants, push through ¿slash-and-burn¿ layoffs thinly disguised as redesign, and often just lack the guts to follow through. Worse, still, is that they forget the process is about people. But you can avoid these potholes along the way. Here are five lessons from the front lines.
三分之二的业务流程再造尝试都以失败告终。原因何在？首席执行官们把责任推给顾问，推行看似重新设计实则变相的“大规模裁员”，而且往往缺乏坚持到底的勇气。更糟糕的是，他们忘记了这个过程是关乎人的。但你可以在这个过程中避开这些陷阱。以下是来自一线的五点经验教训。
