Abstract
Presents an empirical stuFinancial institutions are accelerating change by seeking radical improvements in processes such as credit approval, new product development, claims processing and insurance underwriting. Describes an investigation of recent business process redesign (BPR) projects in North American and international institutions ‐ including banks, insurance companies and brokerages. Considers improvements in customer service quality, cycle‐time, head‐count, and cost measures. Develops and tests propositions about the organizational, technological and environmental factors which determine success or failure of BPR projects. Executive interviews and a mail survey revealed the importance of strategic planning practice, project organization, team organization, new technology and benchmarking. Different success factors were found to be associated with different types of BPR projects. Although the results of BPR are frequently less dramatic than claimed by its advocates, well‐conceived and managed projects can help the firm on a path of corporate transformation.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
