In the case of difficult or exceptional cases, that person could then call in specialists to assist. A radical view was needed to come to this conclusion. Prior efforts to automate specific functions only caused more delay, due to increased processing time. Probably the most important feature in process redesign is defining the roles of persons involved. This requires movement away from the notion of singular tasks performed by designated individuals.
Jobs become multi-dimensional.
The IBM Credit example created a generalist who could perform the work of several other narrowly focused specialists. Workers are empowered to make decisions quicker. With that in mind, work production should evaluated qualitatively, more so than quantitatively. It would be much more important to fund sound financing deals, than a large amount of questionable deals. Any reengineering project undertaken is doomed to failure unless a high-ranking executive within the enterprise leads it.