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Reengineering--it's totally radical.

J Vitiello

    The Journal of Business Strategy
    |October 5, 1993
    PubMed
    Summary
    This summary is machine-generated.

    This study explores the true meaning, operational methods, and initiation strategies of business process reengineering. It also investigates the common reasons for its frequent failure, offering insights for successful implementation.

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    Area of Science:

    • Business Administration
    • Organizational Studies
    • Management Science

    Background:

    • Business process reengineering (BPR) is a management strategy.
    • It involves the fundamental rethinking and radical redesign of business processes.
    • BPR aims to achieve dramatic improvements in critical performance measures.

    Purpose of the Study:

    • To define the concept of reengineering.
    • To elucidate the operational methodologies of reengineering.
    • To identify the primary causes of reengineering failure.

    Main Methods:

    • Literature review of reengineering principles and case studies.
    • Analysis of common implementation challenges.
    • Comparative study of successful and unsuccessful reengineering initiatives.

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    Main Results:

    • Reengineering involves a holistic approach to process redesign.
    • Successful implementation requires strong leadership and change management.
    • Common failure points include resistance to change, inadequate planning, and lack of clear objectives.

    Conclusions:

    • Understanding the 'what,' 'how,' and 'why' of reengineering is crucial.
    • Addressing failure factors proactively enhances the likelihood of success.
    • Reengineering, when properly executed, can lead to significant organizational improvements.