Discusses business process re‐engineering, the latest paradigm to enter the management lexicon, which seeks to combine a processes orientation with an edict for radical change. Propose that BPR has now passed through the stage of euphoria, characterized by extravagant claims about the benefits to be gained, and into the maturity phase of the management theory life cycle where there is debate over its true worth with 60‐80 per cent of projects failing to achieve their goals. Presents the results of a survey of consultancy practices in an attempt to evaluate the methods which consultants are actually using. Contrasts with most current BPR research which is based on literature reviews. Concludes that BPR is regarded as a vague concept and most projects labelled as BPR are simply normal business process improvement activities which are unlikely to change an organization radically. Suggests that the future of BPR is uncertain but that it is serving a purpose now by highlighting the need for companies to manage their strategic alignment and to integrate strategy, processes, people and technology.
Archer, R. and Bowker, P. (1995), "BPR consulting: an evaluation of the methods employed", Business Process Re-engineering & Management Journal, Vol. 1 No. 2, pp. 28-46. https://doi.org/10.1108/14637159510798266Download as .RIS
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