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Merger Miseries 5 Mini Mergers
Every day we read and hear about the mergers or acquisitions going on between the behemoth companies. They show up on the international radar due to their size and impact. Less visible, but equally impactful in the aggregate, are the hundreds of thousands of small restructurings that go on within organizations every day. This article discusses the smaller mergers and their impact.

Who is On The Bus After a Merger
If you have ever been through a merger, acquisition, or even just an internal restructuring, you know it is a tense time for most people. One topic that fills the airwaves is who is going to survive and who will be let go. This article gives three tips for how managers can keep the right talent in the organization.
Lessons Learned from eCommerce
The growth and frequent failures of e-commerce ventures has served to write new chapters in the history of business and organization. Whether you were actively involved in these ventures or just watching interestedly, you are probably aware of the debates that occurred over more traditional rules of business models and emerging internet rules, in which speed and opportunity was key.

Other reengineering Related Articles

Change: Communicate! Communicate! Communicate!
Change can exhibit itself in many different forms and in many different ways. A thing, system, process, etc., can be altered, converted or replaced by giving it a different form through transformation, reengineering or reinventing. The reason for change occurring can also be reactive or proactive. The point being, change has become our constant companion in many different forms and from many different directions. Those people and organizations that can develop the capacity to undergo spontaneous change will most likely be the ones who will be best prepared for the future.
Lesson #3: When we see something that could be done better, we do it
“We’re innovative in many small ways,” says Newmark. “When we see something that could be done better, we do it. This is the notion of kaizen, the Japanese practice of continuous business process reengineering.”
ADKAR Change Model - An Evaluation of Its Strengths and Weaknesses
The ADKAR change model was first published by Prosci in 1998. Prosci is the recognised leader in business process design and change management research, and is the world's largest provider of change management and reengineering toolkits and benchmarking information...
Leaders Care for Organization Culture and Context
In many organizations (especially those with morale or motivation problems), management has created a sterile and passionless culture. Their strategies, budgets, and business plans are cold and lifeless. So teams and frontline performers go through the motions, put in their time, and go home. Technomanagers try to energize their people by using "leader speak" and imitating some of the things leaders do and say. They develop statements of vision, mission, values, "strategic purpose," and the like. However, improvement programs such as reengineering, service/quality, empowerment, teams, or new technology have no spirit. These programs may build up some speed and even get off the ground. But they never soar.

Use Strategic Imperatives to Set Improvement Priorities
It was a story with a plot line that's becoming all too familiar. I was meeting with the vice president of a large service organization and his quality improvement support staff. They were frustrated. After a few years of educating thousands of people in their organization, forming and training teams, mapping, analyzing, and "reengineering" a multitude of processes, and "empowering" everyone to improve quality and customer service, little was happening.
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