James A. Champy

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James A. (Jim) Champy (born 1942) is an American business consultant, and organizational theorist, known for his work in the field of business process reengineering, business process improvement and organizational change.


  • Without Ambition, No Conquests Are Made, No Lands Discovered, No Businesses Created Ambition Is the Root of All Achievement.
    • James Champy, ‎Nitin Nohria (2001), The Arc of Ambition: Defining the Leadership Journey. p. 1

Reengineering the Corporation, 1993[edit]

Michael Hammer, James A. Champy. Reengineering the Corporation: A Manifesto for Business Revolution. HarperCollins, 1993; 2009.

See Michael Hammer#Reengineering the Corporation, 1993

Reengineering management, 1995[edit]

James A. Champy and Lawrence Cohen. Reengineering management: The Mandate for New Leadership. Dunod, 1995.

  • Half a revolution is not better than none... It may, in fact, be worse.
    • p. 3
  • It is not enough for a leader to have a vision. A leader needs to attract followers, men and women who can commit themselves to the new ideal of customer focus. But if the mobilization process is to succeed, those followers must become leaders, too, finding their own sense of purpose in the shared challenge and spreading the call and vision of change.
    • Cited in: Don Soderquist (2005), The Wal-Mart Way, p. 7
  • Managers model the way by first changing themselves.
    • p. 35
  • People claim that significant change requires commitment from the top. True, the top is necessary, but it's not enough. No CEO can do this alone.
    • p. 72
  • Values are our moral navigational devices.
    • p. 78
  • Don't live too long with people who refuse to change their behavior, especially if their work is important to achieving your reengineering goals.
    • p. 109
  • Unless you can subject your decision‐making to a ruthless and continuous JUDGMENT BY RESULTS, all your zigs and zags will only be random lunges in the dark, sooner or later bound to land you on the rocks.
    • p. 120
  • People must know that their ideas will be listened to and, if they have merit, acted upon. If they do, it is possible to mobilize individual creativity on a very broad scale.
    • p. 133
  • We are in the grip of the second managerial revolution, one that's very different from the first. The first was about a transfer of power. This one is about an access of freedom.
    • p. 205

External links[edit]

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