In an organization, it is the people who re-engineer. In implementing re-engineering we come across a leader, who is a motivating force, and has enough clout and authority. He assigns re-engineering to a manager, and a re-engineering team. The strategy of re-engineering is formulated by a steering committee. An individual who develops re-engineering tools and techniques and coordinates the projects is called a re-engineering czar. We shall discuss the roles of the people mentioned above one by one.
Re-engineering happens because of him. He is the senior executive, or a CEO, having enough authority to see re-engineering through. Tools and techniques of re-engineering are okay but if no leader supports these the efforts will go waste. Mostly a leader just emerges rather than appointed. He is a visionary and a motivating force. He sets goals for the followers, and gives them a feeling that these are their own goals. He triggers off the re-engineering efforts. He appoints managers to be in charge of the e-engineering process. He translates his own vision into reality through the re-engineering manager and his team. He creates a conducive environment for the team to operate. His leadership is just not positional and he draws strength from his character. He sets an example and leads from the front. He communicates through signals, and reinforces these by symbols e.g. he assigns talented people to the re-engineering job. He uses management systems to reinforce the re-engineering message. He rewards creativity and understands failures are stepping stones to success. He uses a fraction of his quality time to monitor re-engineering but he lives by re-engineering and makes it apparent in all his actions. Most re-engineering failures are failures of leadership. Sometimes the followers identify a potential leader.
He is manager sufficiently senior who is put in charge of the process which is being re-engineered. He is appointed by the leader after identifying the major processes. As a manager, he gets things going. He manages the team doing re-engineering. On the completion of the project, his job does not come to an end.
They do the actual re-engineering. It is in charge of one process at a time. If several processes are being re-engineered we will have more than one re-engineering teams. It consists of generally five to ten people. It is made up of some insiders and some outsiders. Insiders are a part of the organization, performing some activities involved in the process. They know the process and they build the confidence of the co-workers. But they have a narrow perspective; and would like to perpetuate the status quo. They may just be satisfied by some tinkering of the existing process. Outsiders disrupt the existing process, and are brought in for their dispassionate approach. They may be inside the organization in functions such as Engineering, IT, Marketing. They might be sourced externally. Insider outsider ratio may be 2 or 3 as to one. Insiders and outsiders will discuss the issue thread bare. The discussions are likely to generate heat, but the aim is to generate light at the end. A team has to work in one place. A re-engineering team is quite comfortable with ambiguity. A team may have a captain who sets agenda for the team meeting. Team members must devote fully to the task, continue their association with the team all through the implementation and should be loyal to the process being re-engineered. The team has an inner core, and is surrounded by an outer ring of part time and occasional contributors –they being the specialists in such areas as IT, PR or HR.
Many companies opt for a steering committee for re-engineering which decides the priorities amongst the different re-engineering projects and resource allocation.
He is an individual who supports and enables the re-engineering effort and co-ordinates all the re-engineering activities.