Culture-Sensitive, Strategy-Level Reengineering

The application of business process reengineering (BPR) in organizations has met with more failures than successes. It is therefore instructive to conduct an analysis of BPR failures, the results of which may be used to refine and adapt BPR methodologies. We review some failures analysis work in thi...

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Bibliographic Details
Published inINFOR. Information systems and operational research Vol. 34; no. 1; pp. 43 - 56
Main Author Khoong, C.M.
Format Journal Article
LanguageEnglish
Published Ottawa Taylor & Francis 01.02.1996
Canadian Operational Research Society
Subjects
Business process reengineering
Case studies
Culture
Failure analysis
Operations research
Philosophy
Studies
Success
Taxonomy
Total quality
Singapore
United States > US
Mauritius
Japan
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Summary:The application of business process reengineering (BPR) in organizations has met with more failures than successes. It is therefore instructive to conduct an analysis of BPR failures, the results of which may be used to refine and adapt BPR methodologies. We review some failures analysis work in this paper, and link the analysis with issues pertaining to culture and the level of application of BPR to the business. We present ReVision, a BPR methodology in routine use that places strong emphasis on culture sensitivity and applying reengineering at the level of business strategy.
ISSN:0315-5986
1916-0615
DOI:10.1080/03155986.1996.11732292