Reengineering is starting from scratch in a process, so that it starts again since if any of the processes is wrong, the ideal is to compose it or make a drastic change that improves this process.
What reengineering seeks is to ensure that the changes that are made do not harm, if not that they benefit the company, and thus they achieve that the change is radical but at the same time that the people who are in the process do not reject it, or that there is a contingency plan that helps the change be accepted little by little since it will be for the benefit of the company.
The changes that are made mainly are in the three C which are Customers, Change and competition, each from a different point and with great importance in organizations since they are the main components of a company, if we do not have customers we must investigate the Why, since customers are what makes the company work well, if a company does not have customers, it will not be able to sell its products and will have to close the facilities, that is why it is one of the main drivers of the company, just like the Competition., since any company that sells the same item as another is called a competition even though it is on the other side of the city since it may take away potential customers, either because the competition makes better offers than us,and at that time we must reengineer to make prudent changes and continue to have customers and why not have more than expected but this only happens if we make a change.
Reengineering is a concept that arose a few decades ago but in reality it has been carried out for a long time of course without landing this concept, the changes were made without knowing where the problem was, they were made by chance, which makes reengineering is to make the changes but first find where the problem is and from there starts to make the relevant changes and improve the processes.
There are two drivers that made the concept of reengineering taken into account by companies.These two drivers gave lectures about reengineering and how to apply it to organizations so that they can work properly and identify where the problem is. problem to solve it from the root, we know that the administrative process is divided into planning, organization, direction and control, if any of these processes were to fail we must identify what process it is, and from then on make a change that helps this process and that for obvious reasons will have to affect the other processes that are ahead of what is wrong.
The promoters Michael Hammer and James Champy mention that "the only absolutely indispensable element in any reengineering project is that it addresses a process and not a function."
Reengineering focuses on the processes of the company, in those that are related to the most important activities of the same. The processes are not completely isolated in the organization, there are structures and practices that support the processes. When redesigning processes you have to vary many of the processes that are wrong.
Reengineering in a few years has revolutionized organizations. From 1992 executives of large companies almost immediately saw redesign as a viable alternative and were ready to bring about major changes in their companies. By 1995 it was estimated, according to a study by the American consultancy CSC Index, that approximately between 70% and 75% of the largest American and European companies were in the process of applying reengineering, in addition, approximately half of the rest were analyzing the possibility of adopting it.
