I have long been a student of Process Reengineering. This was a popular movement in the late 80s, with authors like Tom Peters, Edward Deming, and others.  The basic premise of Process Reengineering was that once-great businesses and/or institutions ‎had settled into operational ruts, relying on formulas that may have helped propel them to greatness but were now anchors to their competing in the rapidly changing dynamics of the 21st century. Organizations are bureaucracies. Even in the smallest of organizations. Once a department is established, the primary purpose of the department is the continuation of the department. Bureaucracies are good for maintaining the status quo, or operating along a very narrow set of principles and guidelines. What bureaucracies are not particularly good at is being nimble. This, as the Process Reengineering gurus asserted, was a necessary component of the successful organizations of the future. Which brings us to...(Read Full Article)