Adopting a conventional implementational style. Ignoring the concerns of employees. This is a refreshingly more humane tone than that used in the earlier work on one of the authors. However, in spite of Hammer and Stanton still espouse a view that is disturbingly deterministic and elitist with respect to most of the employees of an organization being reengineered. The employees must change and change is enforced from on-high.
Senior executives lead the charge to change.
This may seem to be an appropriate model for large corporations that revere the cult of the individual but it does not seem to be universally appropriate. In Chapter 3 Hammer and Stanton explore the nature of BPR leadership. There is little to find fault in this chapter. It distills much of the wisdom that has been expressed by the current enlightened leadership of business and does not seem to fall into a trap of being to American centered. This may also seem to be a definition of the characteristics that the leader of any organization should possess.