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The Value of Mistakes |
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Champy envisions an entirely new role for managers, one which abandons the command and control responsibilities of yester-year, and along with it, the practice of punishing mistakes. This shift is based on a well-founded appreciation for the value of mistakes that are well examined.
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Champy, James. Reengineering Management: The Mandate for New Leadership. Harper Business. New York. 1995.
Two years after Champy co-authored Reengineering the Corporation, he published this book to address its major shortcoming. It seems that the biggest obstacle to the full expression of reengineering is management. In this work, Champy proposes that every member of an organization is a manager of one sort or another -- be they self-managers, process and people managers, expertise managers or enterprise managers. According to the author, reengineering can live up to its full potential only when every manager can change the way they think about their managerial work.
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