The authors use direct simple language. They support principles, such as leadership, with techniques to assist the reengineer, e.g., readiness evaluation and scoring. Case studies or examples are used to illustrate techniques. And just when some comic relief is needed, a Dilbert cartoon appears that provides a chuckle and perspective as well as a reminder of successful practices. Hammer and Stanton focus on problem areas and outline practices for making reengineering work.
Faulty assumptions tend to lead to rules in a corporation for doing things.
These rules often lead to problems that are keys to process redesign. This idea is summarized in a series of steps. Overcoming resistance is another difficult challenge, getting people to let go of their old ways and embrace new ones. Reengineering changes everything, what is done, how it is done and how it is managed. Coping with the reactions of people in the organization to the enormity of the change is important.