E a estratégia?

A propósito deste postal "What HBR won’t say: Why BPR failed":
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"What the champions of business process reengineering and HBR failed to see was that the fundamental problem of the workplace wasn’t this or that particular system or process. The deeper problem lay precisely in thinking about work primarily as an internally driven set of processes, using people who could be manipulated, rather than viewing the workplace as an interaction of thinking, feeling, laughing, caring human beings whose talents, energies, and ingenuities are fully engaged in finding ways to delight clients.

When process engineers start talking about work as an improved system of processes, they are already well on the way to aggravating the problems they were trying to solve. They had lost sight of what work should be about—what it takes to make a truly productive and vibrant organization.

And where was the client? As long as the purpose of business process reengineering is conceived as the efficient production of goods and services, it is inevitable that the client will end up getting the short end of the stick and have to spend vast amounts of time waiting on the phone to have a confused conversation with some call center on the other side of the planet."
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O BPR sofreu da mesma doença que sofre a certificação da qualidade... quem são os clientes-alvo? Qual a proposta de valor? As boas-práticas que se aplicam na indústria automóvel são as mesmas boas-práticas adequadas para a produção de calçado de moda? Claro que não!!!
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BTW, é a mesma doença dos modelos de excelência.
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E sem definição dos clientes-alvo... não há concentração paranóica de uma empresa no que é essencial.