Michael Hammer’s Process and Enterprise （迈克尔锤的过程和企业）.pdf

BPTrends ▪ July 2007 Michael Hammer’s PEMM Michael Hammer’s Process and Enterprise Maturity Model Brad Power The April 2007 issue of the Harvard Business Review included an article by Michael Hammer on his Process and Enterprise Maturity Model (PEMM). This process management assessment tool joins a number of other process maturity models in the market, but Hammer’s PEMM brings some unique advantages: his reputation as a provocative thought leader in business reengineering, and the credibility of the Harvard Business Review with a general management audience. Despite a few weaknesses, if you’re considering conducting a process management assessment and would like to get the attention of general managers, the PEMM may be your best choice. Michael Hammer’s Leadership in Process Management Michael Hammer’s expertise in process management is well-established. He and the consulting firm with which he was affiliated in the 1980s and ‘90s (CSC Index) pioneered business process reengineering. Reengineering was adopted by hundreds of large companies (and, as well, by consulting firms looking for a hot new service offering). Hammer became a business icon, and the business book he co-authored, Reengineering the Corporation, sold more than two million copies worldwide. Fairly or unfairly, reengineering also acquired a stigma. In some camps, it was regarded as a euphemism for massive layoffs (with no process improvements) and a label that would get any cost-cutting initiative funded within a corporation. Since then, Hammer has largely abandoned the reengineering moniker and has continued to push and publish his ideas for large-scale, cross