Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is not the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling technologies and staff education to understand the process. This last area, the staff aspect is often neglected. Indicates how to implement BPR in a staff‐friendly manner and provides examples to illustrate.
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