A two-part toolkit for the key executives and teams in your Reengineering initiative

To succeed, a Reengineering project must have the support, commitment and involvement of:

• The Chief Executive and the Board
• The project team leader and its members

To win that commitment, everyone must understand how Reengineering works, what it can deliver, and what is required of them. The 'champion' must overcome fears about Reengineering - the Board may be worried that it is just another expensive slogan; staff may fear job losses.

These Briefing Papers clearly set out everything the Board and the project teams need to know. They explain exactly what is involved and what can be achieved. Use them * to prepare the ground for a Reengineering project * to address the questions most often asked by Board members * as a training resource for Reengineering team members * for guidance at every stage of a Reengineering project.

Each one presents a framework which you can use to plan and run your own Reengineering project.

Reengineering from the Board's Perspective

This is an Executive Briefing that will help you win approval and real commitment from each individual Board member. Use the Briefing to overcome scepticism and vested interests.

Reengineering from the Board's Perspective looks at the strategic benefits of Reengineering and answers questions like:

• How is Tactical Reengineering different?
• Does it work? Who's made it work? What results does it deliver? How long does it take?
• How much will it all cost?
• What are the implications for staffing levels, investors, shareholders and customers?
• What is the role of Information Technology?
• How does Reengineering fit in with Quality/ Culture Change/Benchmarking?
• How will we measure the success of this program?
• Will we need to call in consultants, and when?
• What happens if it goes wrong?
• Is our culture right for Reengineering?

Reengineering from the Project Team's Perspective

Use this Briefing to help select the Reengineering project team leader and team members. Then use it to introduce Reengineering to the people who are going to make it happen.

The Briefing focuses on the team leader's role, then sets out the responsibilities of everyone involved in the project. Finally, it explains each stage of a Reengineering project - so the team can use it as a day-to-day project manual.

Reengineering from the Project Team's Perspective answers questions like:

• How does Tactical Reengineering differ from Process Improvement?
• What skills should the team leader possess and look for?
• We already work in teams. What makes a Reengineering team different?
• How do we plan for, prepare and implement a Reengineering project? Where do we start? How do we set targets and measure progress? How do we report results?
• How will our success be measured? And what happens if the project doesn't work?

Reengineering from the Project Team's Perspective will be used daily by every member of your Reengineering team.