Abstract
Centering change programs around the concept of ‘business process’ helps to focus on the client and emphasizes cross-functionality. BPR, in addition, seeks radical improvements. Although powerful, these ideas are insufficient. Important dimensions are often omitted in both the design and the implementation of process-based improvement projects. One of them is the learning that individuals and organizations need to undertake in order to make new designs really effective. Based on field research, this paper proposes conceptual frameworks that: (1) suggest the relevant dimensions in the design and implementation of process improvement projects, (2) make the learning considerations explicit, and (3) explain why a more holistic approach to BPR is necessary. This helps to explain why the cases in a series of 13 studied in depth are individually so different and yet they fit a common underlying pattern. © 1997 John Wiley & Sons, Ltd. and Cornwallis Emmanuel Ltd.
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