What do IBM, Texas Instruments, Owens Corning, and Duke Power have in common? They're all redesigning their organizations around their core processes - and reaping enormous benefits as a result. Although reengineering has in some circles become a euphemism for mindless downsizing, it has in fact done a world of good. It has enabled companies to operate faster and more efficiently and to use information technology more productively. It has improved the jobs of employees, giving them more authority and a clearer view of how their work fits into the operations of the enterprise as a whole. It has rewarded customers with higher-quality products and more responsive service. And it has paid big dividends to shareholders, reducing companies' costs, increasing their revenues, and boosting their stock values.
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