The Agenda	Following the Internet craze, companies are now rediscovering the virtues of basic operational improvement practices. Is this simply the return of reengineering? No, it’s more than that. In The Agenda, Michael Hammer invites managers to think bigger than they did in the nineties, offer total customer solutions rather that just great products, and optimize the entire supply chain rather than just internal processes.
Michael Hammer, Crown-Business, 2001.
La stratégie du projet latéral	When leading a project that encounters stiff opposition, managers can call upon the specific approach described in this book, i.e.: how to understand the project environment; strategies to avoid; the four steps of the recommended approach.
Olivier d’Herbemont and Bruno César, Dunod, 1996.
Leading Change	This book describes the role of leaders in managing change programs, i.e., create a sense of urgency; form a strong coalition; develop a vision; communicate the vision; eliminate obstacles to change; demonstrate quick wins; build on initial wins to accelerate change; embed new practices into the corporate culture.
John P. Kotter, Harvard Business School Press, 1996.
Process Innovation	This book sheds light on how information technology can be used to support reengineering, and identifies nine ways that companies can improve processes through IT: task automation; task coordination; step sequencing; merchandise and vehicle location; data analysis; process globalization; scattered information gathering; knowledge dissemination; sales transaction automation.
Thomas H. Davenport, Harvard Business School Press, 1994.
Competing Against Time	This book presents concept of “Time-Based Competition” developed by the Boston Consulting Group, whose principle consists of improving corporate flexibility and performance by rethinking processes to eliminate dead time and needless delays. This book is consequently a forerunner of the reengineering wave, and the basic principles of that approach can already be seen here.
George Stalk and Thomas Hout, Free Press, 1997.
Reengineering the Corporation	This is the book that lent fame to “reengineering,” that major trend of the nineties that has sometimes been criticized, but whose basic principles are still relevant today.
Michael Hammer and James Champy, Harper Collins, 1993.
The Self Managing Organization	To answer the question of how to foster the autonomy of operational teams, this book describes two tools that have proven their worth, i.e., the search conference and participative design. The first of these methods allows all employees to participate in developing corporate strategy, thus giving everyone more autonomy during implementation. The second method helps entrust organizational design to to the operational staff who will then be in charge of managing it once it is up and running. The author describes these two tools using concrete illustrations of companies that have successfully implemented them, such as Microsoft, Motorola, etc.
Ronald Purser and Steven Cabana, The Free Press, 1998.