Abstract
Business process re‐engineering is a hot topic around management and information systems areas. However, the verdict of the new idea is not clear and reports of successful cases are not numerous. Analyses the definitions and characteristics of business process re‐engineering (BPR). Reports on a literature survey on the critical failure reasons and success factors. Recognizes that the lack of clear concepts and understanding of BPR definitions creates many problems and, therefore, compares the BPR effort with other improvement programmes such as automation, downsizing, total quality management (TQM) for a better understanding of BPR. Suggests a methodology which can be used as general guidelines for management and re‐engineers in performing BPR to enhance success for BPR efforts.
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