Implementation Of Reengineering Research Articles

When Golden Handcuffs Become More Than a Retention Strategy

1the American holding company for Conco Limited’s U.S. mining operations, is one of the nation’s largest mining companies. Within Conco America, Project TEBPRoC (Technology Enabled Business Process Reengineering of Conco) consists of 75 employees from throughout Conco’s worldwide operations and 25 consultants from 10 countries. Charged with designing and implementing a worldwide reengineering of Conco’s business processes, the project’s participants represent all major business processes and are considered functional experts. TEBPRoC operates as a distinct organization within the Conco corporate structure. The project manager reports directly to Conco’s CEO. TEBPRoC is scheduled for a 2-year life, when the U.S. reengineering implementation is scheduled for completion. The core TEBPRoC members have been part of the project since its inception. Many commute from their homes throughout the United States to the southwest U.S. office every Monday morning and average 12- to 18-hour workdays. The organizational climate is fast paced and high stress. TEBPRoC is recognized as the largest implementation of BUZZ (the enabling technology—an enterprise-wide applications software) in the world. At a cost of approximately $1 million per month to maintain the organization, there is tremendous pressure from the board to implement the project according to schedule, to minimize costs, and to begin realizing a return on investment.

The Implementation of Reengineering in SMEs: A Grounded Study

DR. RODNEY McADAM IS A SENIOR LECTURER in the School of Management, University of Ulster, Northern Ireland. The aim of this paper is to determine the critical success factors for the implementation of reengineering in small and medium-sized enterprises (SMEs). Reengineering has developed from a background in large enterprises. Existing methodologies mainly assume a large organisation setting with large-scale resources dedicated to bringing about the large-scale reengineering changes. The literature contains many studies on reengineering theory, applications and critical success factors: however, they are almost all based on large enterprises in either the public or private sectors. The paucity of research involving rieengineering and SMEs comes from two factors. First, reengineering is still a relatively new management approach and has yet to reach SMEs fully from the initial large organisation starting point. Second, there is some remaining doubt as to whether large-scale reengineering is applicable to SMEs owing to resource constraints. The research involves a literature review and an inductive grounded theory approach using multiple case studies. In total, 23 SMEs case studies involving research-based workshops were examined and analysed to determine critical success factors f'oi reengineering implementationi. The imain findings were that the kev categories of success factorS in reeingineering in SMEs are resctues, miiarket envir-onnment, customerls and(: strategy, leadership, flexibilitv andl change orientationi, structutre, methodology an-d measureinermt. Tiw componen-t factors within these categories were found to diffeir significantly from those of large organisations in a uumbhe of cascs.

Managing reengineering implementation.

Reengineering provides the means to radically affect the way in which services are provided and results in significant change within an organization. Many reengineering efforts fail to deliver on their promises, however, because of poor implementation. This article reviews some key issues that organizations must address in order to manage the change effectively.

The Reality of Business Reengineering: Pacific Bell's Centrex Provisioning Process

Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This article describes and analyzes one of Pacific Bell's successful reengineering initiatives, the Centrex reengineering project. It suggests that successful reengineering implementation does not necessarily meet the popular assumptions underlying BPR. Reengineering designs tend to be radical and assume change to be clean slate, processbased, top-down directed, and information technology enabled. By contrast, reengineering implementation tends to involve improvements that are incremental, rather than radical. The key to implementation appears to be a continual involvement of front-line employees and managers.