Article1994

Business Process Redesign: Hype, Hope Or Hypocrisy?

43 citations0/0 files storedJournal of Information Technology

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Business Process Modeling and Analysis Information Technology Governance and Strategy Organizational Change and Leadership

Abstract

There have been few management concepts, even including Total Quality’, ‘World Class Manufacturing’ and ‘Excellence’ to have generated such enormous media interest so quickly as the phenomenon of Business Process Redesign (BPR). The IT community in particular has latched on to the concept, although since its inception it has broadened its appeal. This paper discusses the significant issues relating to BPR and makes a distinction between business re-engineering and business process redesign. Based on a study of a number of organizations who claim to be active, the essential ingredients of BPR are presented. The paper then identifies how organizations are managing their redesign initiatives and presents emerging themes. The paper concludes with some of the lessons learned from the research to date and addresses the vital issues of whether BPR is hype, hope or hypocrisy.

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References

1994Forging a link between business strategy and business reengineering 1993Information technology and new organizational forms: destination but no road map?

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1997Software tools supporting business process analysis and modelling 1995BPR consulting: an evaluation of the methods employed 2002An organizational profitability, productivity, performance (PPP) model: Going beyond TQM and BPR 1999Information technology mediated Business Process Management - lessons from the supply chain 2018What do we know about business process management training? Current status of related research and a way forward 1997Business process re‐engineering: evocation, elucidation and exploration 2005E‐business migration: a process model 2004‘A Land of Milk and Honey’? Reengineering the ‘Past’ and ‘Present’ in a Call Centre*

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