Business Process Re‐engineering: The Unavoidable Challenge

Implementation is the challenge that comes at the end of all new (and old) methods for improving organizations. Strategic planning, total quality management, new information systems technologies, and now business process re‐engineering(BPR) are some of the concepts that are being advocated to effect a radical improvement in organization performance. BPR is a radical rethinking of an organization and its cross‐functional, end‐to‐end processes, and has taken corporations by storm. Despite the excitement over BPR, however, the rate of failure for re‐engineered projects is over 50 per cent. Why does a concept that is becoming so pervasive have such a large probability of failure? Uses two well‐established models of organizational analysis, the information technology strategic grid and the corporate tribes culture model, to provide some insight into the difficulty of implementing BPR successfully. Potential impact of each culture type are specifically analysed. Examines the strategic relevance of a process, as delineated in the strategic grid, for its relationship to BPR implementation. Integrates the combined impact of culture and strategic relevance into a practical framework to guide managers in planning for the successful implementation of BPR.