Breaking the Functional Mind-Set in Process Organizations

8 Pages Posted: 13 Dec 2014

See all articles by Ann Majchrzak

Ann Majchrzak

University of Southern California - Marshall School of Business

Qianwei Wang

Independent

Date Written: 1996

Abstract

If they want employees to take collective responsibility for customers, managers must do more than reorganize. Thousands of businesses have reengineered work in order to focus employees on processes that clearly provide value to customers. Tbey have done away with their functional silos and created new organizational structures-process-complete departments - each able to perform all the crossfunctional steps or tasks required to meet customers' needs. Although many of these efforts have paid off in tbe form of lower costs, shorter cycle times, and greater customer satisfaction, many others have resulted in disappointment: companies have endured the trauma of reengineering only to discover that their performance is no better- and in some cases actually worse - than before.

Suggested Citation

Majchrzak, Ann and Wang, Qianwei, Breaking the Functional Mind-Set in Process Organizations (1996). Harvard Business Review, September-October 1996. Available at SSRN: https://ssrn.com/abstract=2537034

Ann Majchrzak (Contact Author)

University of Southern California - Marshall School of Business ( email )

701 Exposition Blvd
Los Angeles, CA 90089
United States

Qianwei Wang

Independent

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