Abstract
Many companies have reported impressive results from their business process reengineering efforts. Based on the analysis of 32 Business Process Reengineering (BPR) projects it became obvious that there is huge diversity among the initiatives. Most of the projects studied were focused on streamlining current business processes, while only in few cases was the business radically redesigned. Internal inefficiency most often resulted in traditional BPR projects, while changing customer and supplier needs led to diversified business processes. However, external and uncontrollable drivers, such as restructuring of industries, can be traced by changes in business and operations strategies. Based on the results, a framework showing efficient ways of implementing different types of BPR projects was constructed. The framework may help managers to analyze the consistency of the alternative strategies for BPR.
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