Section Twobusiness activities that should be reengineered. Activities
unnecessary to these business needs are potential targets for
elimination. As with any intervention of this nature, the
organization’s culture will have a major impact on its success.
In many contemporary organizational cultures, the broad
direction for reengineering should come from top management,
while the specifics of reengineering should be the responsibility
of those who perform work. In addition to the requirement for
extensive time commitment from the chief executive, successful
reengineering is more likely to take place where it is applied to
a broad range of activities, training programs accompany work
redesign, and there is extensive communication with
employees.^79
As a closing note on reengineering, it should be noted
that some high-level executives are not convinced of the
ultimate value of reengineering. They have observed the
elimination of jobs and such a massive increase in the workload
of remaining employees that they have serious concerns about
the long-range, detrimental human impact of such programs.
Because of such reactions, the use of reengineering may
diminish somewhat in the future.