Abstract
Firms often turn to Enterprise Resource Planning (ERP) as a solution to operational level problems leading to business excellence. But what can be done when process maps give you a clean bill of health instead? This paper examines two such companies with severe operational problems that were considering ERP implementation. Traditional process maps could not unearth any operational problems. This stymied ERP implementation as process analysis gave no hope for any major performance improvements. Further analysis of the operations revealed issues located in the organisational subcultures, leading to the root of the process performance failures. This study provides the impetus for reengineering process analysis methods to include the humanistic side of the business operations, leading to better ERP implementation. It can also help reengineer performance measures and metrics used to assess and benchmark business processes.
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