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Reengineering was a very trendy approach to business process management in the 1990s, preaching a much looser methods to the somehow rigid field of meticulous process management that was still drawing on the heritage of the previous industrial era. It followed the success of Michael Hammer’s & James Champy’s book Reengineering the Corporation, yet it somehow stumbled after the flagship of reengineering, Enron, went down like the Titanic of its time. Nowadays reengineering is still being taught to MBAs and practiced in some corporations. But as its heyday is over, it is far from being considered as universal as it was in the past.

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