Being built over a 30-year-old heritage

In 1990, Michael Hammer, a former computer science professor at the Massachusetts Institute of Technology (MIT), published an article that changes the game “Reinforce work: Do not automate, delete” on Business Review at Harvard. Its thesis was radical and predictive: companies should eliminate work and processes that do not create value, rather than simply automate inefficiency with technology.

In other words, Hammer wanted leaders to stop focusing to do better thing – even with the use of technology – and to begin to focus on the right thing – accelerating the creation of value for clients. Technology, instead of rooting bad habits, should be used selectively and strategically to help create value. His book on the subject, Corporate reingeation: a manifesto for business revolution, It was later rated as one of the 25 most influential management books by TIME magazine and influenced the key time management theorists such as Peter Drucker and Tom Peters. By 1993, 60% of Fortune 500 companies are said to be engaging in business process reingeneration initiatives (BPR).

Review of BRA BRAP components

You can wonder what a 30-year theory of management has to do with what is happening in today’s world. My Answer: Many.

The BPR Frames Based on three pillars:

1. Basic rethinking and root redesign of business processes to achieve dramatic improvements in cost, quality, service and speed.
2. Forecasting new work strategies, designing processes from the foundation and managing complex technological and organizational changes.
3. Using divisive technologies to challenge traditional work approaches.

I would suggest that 30 years later, these pillars will resonate in the context of generating, large language models (LLM) and agents directed by it, as they collectively help organizations of all shapes and sizes offer customer value in ways they didn’t imagine before. These technologies have the potential to achieve what Hammer and his contemporaries predicted – to an even greater degree. This is not just theoretical, as a recent article by Gohel misses describes three different automation approaches to improving corporate performance, customers and employees.

In fact, McKinsey estimates that generations can enable automation of up to 70 percent of business processes by 2030, adding trillions of dollars to the global economy. Further, based on the dizzying pace of the almost daily release of his new offers, it is clear that the generation is ready to explode as BPR did and cause a second wave of re -imposing business processes that will radically reshape organizations inside and out.

But just like BPR in the 1990s, using the potential of it has nothing to do with the rush to automate everything. It is about rethinking how the value is created and distributed – and doing so in a thoughtful, strategic and sustainable way.

The big questions that leaders have to do

At first glance, the questions that organizations have to ask to start this trip seems extremely simple:

• What is your strategy?
• Where are you going to start with him?
• How big will your investment be?

While these questions may seem basic, confronting them reveals a cascade of deeper and more complex considerations. For example, the question for a strategy is not just about defining a technological guide – is about reassessing the essential mission of your organization and its approach to create the value of the client. Similarly, determining where to start involves identifying not only low fruits but also long -term options that match your strategic objectives. And when it comes to investment, it’s not just a dollar issue – it is about investing in skills, culture and infrastructure that will enable sustainable success.

The implementation of BPR principles to it

Hammer’s principles of BPR offer a useful frame to navigate this complexity. Here’s how organizations can apply them to their travels:

• Re-foretell the purpose and processes of your organization.

To fully benefit from him, leaders must think beyond growing improvements and embrace radical changes. This begins with the reimony of a company as a local company and he – starting with why they exist, what they do to offer the value of the customer and how their products and services give that value. To build a truly local company, it requires the reimony and redesign of all major business processes using today’s generating skills.

This is more than technology adoption, it is a substantial change that can radically change the face and nature of a company. For example, it can allow a company to pass through the sale of products in delivering results or knowledge. This change may require redesign supply chains, retraining employees and redefining client relationships.

When treating the adoption of it, it is essential to start with high -impact and manageable use cases. Hammer’s emphasis on target and influential changes is true today. Leaders need to identify areas where he can bring quick wins – whether it is automation of repeated tasks in finance, optimizing marketing campaigns or improving customer service with his agents.

Since you cannot do everything right away, determine which part of your organization will benefit the most from one of the three strategies – setting simple automation, integration of work in the course of work or setting up agents to work together with human employees. Each of these alternative approaches offers different opportunities to learn, repeat and build momentum towards a final goal of a broader transformation, not just to make the process cheaper and faster.

• Build the competence of it throughout your organization.

Adopting the one on scale is not just a technical challenge – it’s a cultural challenge. Hammer acknowledged that human and organizational dimensions are critical for successful change. For the initiatives to succeed, employees at all levels need to understand, embrace and feel safe using these technologies.

This means investing in education and training, promoting a culture of experimentation and addressing the fear of relocating work. Employees should see it not as a threat, but as a tool that empowers them to focus on higher value tasks and the creative solution to problems. As Marcel Proust said, “the real journey of discovery does not consist of searching for new landscapes, but in having new eyes.” True to this quote, leaders must promote a culture where it is seen through lenses of abundance and improvement.

A new era of re -imposing business processes

Hammer’s call to “delete, not automated” feels even more urgent today. Artificial intelligence is ready to reshape industries in ways that were unimaginable 30 years ago. But the forward road requires more than technology; It requires leadership, vision and willingness to challenge the status quo using it.

For companies and their leaders who lost the BPR wave in the 1990s, this moment represents a second chance. Opportunities it presents – to promote growth, improve efficiency and provide new customer values ​​- are unprecedented. But the same is the challenges. Success will require leaders to review Hammer’s knowledge and adapt them to a new era of re -existently reempt.

Now is the time to re-imagine, reingenerate and redeem. Don’t wait another 30 years.