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X-engineering (sometimes called
cross-engineering) is a
collaborative and process-oriented approach to change
management in the business world. According to James Champy,
author of "X-Engineering the Corporation," the three central
principles of X-engineering are "transparency,
standardization, and harmonization" among companies,
customers, and suppliers. Champy claims that the new
approach is a further development of
reengineering,
a concept he and Michael Hammer introduced in the early
1990s (the two co-authored "Reengineering the Corporation")
that stressed the need for fundamental changes in business
processes and a new reliance on technology to bring those
changes about.
Just as was true of reengineering, technology
is the driving force behind X-engineering: advances in
information technology have made it possible to manage
information and transactions more effectively than ever before.
Furthermore, all parties involved can benefit from a more
collaborative approach to information sharing and less
redundancy of effort. In a Technology Review article, Champy
explains that "The 'X' in X-engineering refers to crossing
organizational boundaries. Future productivity improvements will
come from the redesign of the processes that operate between a
company, its customers, suppliers, and partners, and possibly
its competitors."
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