3/3/2019 EBSCOhost Record: 1 Title: Immoderate redesign. Authors: Heygate, Richard Source: McKinsey Quarterly. 1993, Issue 1, p73-87. 15p. 1 Chart. Document Type: Article Subject Terms: *Reengineering (Management) *Performance technology *Leadership *Performance management *Organizational change *Organizational effectiveness *Management controls *Change management *Executive ability (Management) *Management Abstract: Many redesign efforts do not deliver the step-function improvements in performance that, by rights they should. The reasons for these shortfalls display a fairly consistent pattern: lack of "hands-on" top management involvement, lack of staying power, and lack of focus. Of these, the third--focus--is both the most important and the most difficult to get right. Striking the right balance is hard. Managers of successful redesign programs have learned how to be moderate in selecting which activities and processes to redesign, but immoderate in their ambitions to improve those that they do select. [ABSTRACT FROM AUTHOR] Copyright of McKinsey Quarterly is the property of McKinsey & Company, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) ISSN: 0047-5394 Accession Number: 9707250194 Database: Business Source Ultimate http://web.a.ebscohost.com/ehost/delivery?sid=c9ace1bf-a84c-4f43-a215-4b423f6fee01%40sdc-v-sessmgr02&vid=20&ReturnUrl=http%3a%2f%2fwe… 1/1
