企業再造是從企業流程開始推動，而不是從任務、工作內容、人員或結構再造下手。企業流程必須先有「投入」，然後產生對顧客有價值的「產出」。能產生附加價值的，才是有用的企業流程，光是產生一些內部的作業活動，算不上是有用的企業流程。

企業再造概念：

■ 不應該和自動化混為一談──因為如果努力的方向不對，就算把事情做得再有效率，對企業也不會有什麼助益。

■ 不是組織重整，也不是縮編──因為企業再造追求的是用更少投入達成更多產出，而不是縮減目前的規模。

■ 不等於將組織「扁平化」──因為公司面臨的問題比組織是不是夠扁平還要來得更深遠，而且與流程有關，可不是表面上的組織性問題。

■ 可以把分散的流程整合起來──因而不需要層層官僚的組織型態。

■ 和全面品質管理或其他類似方案完全不同──因為全面品質管理是透過持續漸進的改善來提升現有作業流程，而企業再造則是將現有流程整個拋棄，代之以一個能創造三級跳改進績效的突破性流程。

想要盡可能有效且有利可圖地經營事業，它必須具備適應力和靈活性。建立這樣的組織首要步驟包括找出所有公司目前崇拜的聖牛，將這些不容質疑的事永遠排除。

那麼你如何辦識和消除那些發生在組織中不容質疑的事呢？試試這些想法：

1 讓它變有趣。大家一起抓出不容質疑的事，並且按照主題給予獎品。讓員工在辨識哪些事會拖垮組織生產力的同時，也覺得有趣和難忘。

2 積極鼓勵員工抓出不容質疑的事。仔細聆聽那些前線員工──與顧客直接往來的人的聲音。他們通常對於什麼做法有用、什麼做法白費時間有非常敏銳的感覺。

3 組成一支隊伍。指派一支官方糾察隊，讓員工可以向他們舉報可疑的事項。讓所有參與者都覺得有趣。

4 讓顧客一起來抓出不容質疑的事。運用他們的意見和回饋，標記沒有效用的做法。你會發現如果這能在過程中為他們增加價值，顧客會很樂意提供協助。

5 給予鼓勵。提出一兩個經過顧客或員工投訴，確認為不容質疑的事，作為成功案例。

大多數公司到頭來都是要顧客付費取得跟他們做生意的特權，為此，他們迫使顧客使用方便公司作業，而非方便顧客操作的系統，而這又迫使顧客必須浪費時間和金錢來弄明白如何跟你進行交易。

想要實現ETDBW（easy to do business with，讓人容易跟你做生意），你可從以下幾點著手：

1 提供顧客單一往來窗口。
許多公司的組織都是為自身方便與效率進行規畫，但這並不符合顧客的最大需求。顧客希望跟一個整合的團隊打交道──一個能夠處理所有產品、橫跨所有部門的團隊。建立幾個有權消弭這些內部障礙的團隊，讓他們跟顧客往來。有了這樣的團隊，顧客肯定會喜歡，因為他們能把事情搞定。

2 根據顧客性質劃分業務。
不同客群需要用不同方式處理。透過區分顧客，你能創造一個可以實現最高顧客滿意度的環境，而這些顧客滿意度最後又能轉化成更多回頭生意。

3 預測顧客未來的需求。
公司倘能預測顧客接下來的需求，甚至早在顧客下單之前就可開始準備。如此一來，顧客花費的時間和經歷的挫折就會變少，也就願意跟你的公司做更多生意。

4 提供無縫接軌的顧客體驗。
如果老顧客受到的待遇與新顧客沒有兩樣，他們會很失望。同樣地，如果顧客需要經過冗長而仔細的指導才能讓一名新客戶掌握交易流程，就會變得很不容易做生意。因此，聰明的公司會將後續的需求交給同一個顧客服務代表處理，或是組織一個專責團隊，其中每個成員都能使用所有需要的資料庫。

Reengineering evolves around business processes — not tasks, job descriptions, people or structures. A business process takes an input or inputs and generates an output that is of value to the customer. A business process only works if it generates added value, not internal activity.

The reengineering concept:

■ Should not be confused with automation — since doing the wrong things more efficiently will make few, if any, improvements to a business.

■ Is not restructuring or downsizing — since reengineering seeks to achieve more with less rather than scaling back what's being done.

■ Is different from an attempt to "flatten" an organization — since the problems facing companies are deeper, process based rather than superficial, organizational problems.

■ Allows fragmented processes to be brought together — thereby eliminating the need for a business bureaucracy.

■ Differs fundamentally from total quality management (TQM) or similar programs — since TQM seeks to enhance and improve the existing processes through ongoing, incremental improvements whereas reengineering seeks to discard existing processes entirely and replace them with break-through processes delivering leaps in performance.

To run a business as efficiently and profitably as possible, it must be adaptive and flexible. And the first, significant step to creating just such an organization consists of identifying all the sacred cows the company current worships — and putting them out to pasture permanently.

So how do you go about identifying and eliminating the sacred cows running around an organization? Try these ideas:

1 Make it fun. Have a sacred cow hunt in which everyone participates. Award prizes along a cow theme. Make it fun and memorable while people identify which organizational practices are a drag on productivity.

2 Actively encourage people to hunt out sacred cows. And listen carefully to those people who are on the front lines — who deal directly with customers. They usually have a very keen sense of what's productive and what's an unnecessary waste of time.

3 Form a posse. Appoint an official sacred cow hunting team that people can report suspected sightings to. Make it fun for everyone involved.

4 Get customers in on the sacred cow hunt. Use their ideas and feedback to tag unproductive practices. You'll find they're happy to help as long as it adds value for themselves in the process.

5 Prime the pump. Start a sacred cow hunt off on a successful note by suggesting one or two sacred cows that have been identified by customers or staff complaints.

Most companies end up making customers pay for the privilege of doing business with them. They do that by forcing customers to navigate systems that are designed for the convenience of the company rather than the customer. And that, in turn, forces customers to waste time and money figuring out how to transact business with you.

There are six specific things you can do to become ETDBW:

1 Present a single face to the customer.
Many companies are organized for their own convenience and efficiency. That isn't, however, the customer's top priority. Customers want to deal with a team that is integrated– that deals in all products and across all functions. Develop teams that have the authority to dissolve these internal barriers, and let them interact with the customer. When this is available, customers love it because they get things done.

2 Segment your operations by customer characteristics.
Different customer groups need to be handled in different ways. By differentiating customers, you create an environment in which customer satisfaction can be maximized – which translates into more follow-on business.

3 Anticipate what customers will need in the future.
Companies that predict what customers will need next can start preparing even before the customer orders. That way, the customer will spend less time and experience less frustration in doing more business with your firm.

4 Provide a seamless customer experience.
When long-time customers get put through the same drill as first-timers, they become frustrated. Equally, when customers go through long and detailed instructions to bring a new person up-to-speed with a transaction, ease of doing business is diminished. Thus, smart companies route future calls to the same customer service representative, or have a team of people available, each with access to all the databases required.

推薦書單

NO.135 重組流程，再造企業
Re-engineering the Corporation
by 邁可．漢默（Michael Hammer）、詹姆斯．錢裴（James Champy）
中文版：《改造企業》（牛頓圖書，1997）

NO.839 改變，從質疑開始！
Sacred Cows Make the Best Burgers: Paradigm-Busting Strategies for Developing Change-Ready People and Organizations
by 勞勃特．克瑞格（Robert Kriegel）、大衛．布蘭特（David Brandt）

NO.903 掌握市場9大關鍵議題
The Agenda: What Every Business Must Do To Dominate The Decade
by 邁可．漢默（Michael Hammer）
中文版：《議題致勝》（天下雜誌，2011）