Business process re‐engineering (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‐engineering projects is over 50 per cent.
Uses two well‐established models, the information technology strategic
grid and the corporate tribes culture model, to provide some insight
into the difficulty of implementing BPR successfully. Analysis
specifically the potential impacts of each culture type. The strategic
relevance of a process, as delineated in the strategic grid, is examined
for its relationship to BPR implemention. Integrates the combined impact
of culture and strategic relevance into a practical framework to guide
managers in planning for the successful implementation of BPR.
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