Dreaming and doing: Reengineering GTE telephone operations

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Abstract
During one of the largest process reengineering projects ever undertaken, GTE Telephone Operations management was stunned to learn that administrative bureaucracy was reducing productivity by as much as 50 percent. After thoroughly examining its own processes, the GTE effort benchmarked 80 companies in a wide variety of industries. Teams then created concepts for new processes. Finally, the company is integrating everything it has learned into a customer “value‐added path.”

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