K-reengineering: the managerial engine to success in high-tech business

Summary for only given. Fast changing high-tech business requires a managerial paradigm which can connect people, money, knowledge, technical breakthroughs and market changes in timely fashion. Companies like Intel, HP, Compaq have managerial practices which are extrapolated management methods from reengineering practices in the kaizen principles. This paradigm is appropriately called “kaizenizing reengineering,” and is referred as K-reengineering. Project management in NASA and Boeing may be the historical models for this. The main aspects of k-reengineering are virtual nature of organization, changing roles, involved risks, innovative culture, organizational adaptability to changes. On top of the 5-S and 3-MU principles from Kaizen and the process essentials for reengineering, there are seven essentials for k-reengineering: virtual organization coupled with inspiring visionary directions; projectized works around the corporate flagship products; executives being ensign of innovation in knowledge management; culture for risk taking, fast failure and constant alert; budgeted communication, mutual consulting atmosphere and real time training; process way of customer satisfaction all the way to the end-user satisfaction; and reservation of resources for downturn in long range planning. In addition to these, having managerial merits from kaizen and reengineering, k-reengineering provides many advantages over other managerial paradigms, for a fast changing high-tech environment