Reengineering the corporation I once took a class at San Diego State University called Accounting 325: Intermediate Management and Tax Accounting. In this class I learned heaps of concepts that I will use the rest of my life. Also in this class was a really smart professor. He provided the opportunity for extra credit if one read and completed a book report on a book called Reengineering the Corporation: A Manifesto for Business Revolution. This book was written my Michael Hammer and James Champy. Inside the book are concepts such as re-designing a company’s processes, utilizing teams, and the enabling role of technology. Basically this book is a guide on how to run a successful and highly profitable business/corporation. This book report will briefly review such concepts and will highlight some of my favorite parts. The book starts off with its central thesis, “that corporations must undertake nothing less than a radical reinvention of how they do their work” (Acknowledgments). This outlines what the book is aiming to steer you at. Successful businesses must be able to “adapt quickly to changing market demands, lean enough to beat any competitor’s price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service” (p.9). This is a powerful statement. As powerful as it might be, it doesn’t automatically get you anywhere. To follow those rules above is a lot easier said than done. Also, it is very difficult to reach one of those guidelines let alone all of them. Nonetheless, it is what managers should strive to achieve because soon enough only positive results will follow. Any manager in any circumstance can rely on those guidelines for improvement. But it takes an active manager. Not one who just sits backs and hopes for the best. In order to be active you need to take risks. I’m