How Radical Was IT-Enabled BPR? Evidence on Financial and Business Impacts
- Leslie P. Willcocks
- … show all 1 hide
Purchase on Springer.com
$39.95 / €34.95 / £29.95*
Rent the article at a discountRent now
* Final gross prices may vary according to local VAT.
Many large claims have been made about the payoffs that can and must be made from business process reengineering (BPR). Information technology is usually ascribed a critical role in BPR success. There is still a shortage of detailed information on the BPR phenomenon in terms of costs and results. This paper uses data from 168 UK-based organizations surveyed in the BPR heyday (1994–1996 period) to establish the size of expenditure, types of costs, and the types and size of benefits anticipated and experienced among these organizations. The majority were found to be “aiming low and hitting low,” though there was evidence of a small minority of organizations achieving something approaching what could be described as “breakthrough” results. The reasons for these results are discussed in detail and are related to the wider literature.
Supplementary Material (0)
- Bartram, Peter, Business Reengineering: The Use of Process Redesign and IT to Transform Corporate Performance, Business Intelligence, London (1992).
- Buday, R., “Forging a New Culture at Capital Holding's Direct Response Group,” Insights Quarterly, Vol. 4, pp. 38–49 (1992).
- Champy, James, Reengineering Management: The Mandate for New Leadership, Harper Collins, London (1995).
- Davenport, Tom H., Process Innovation: ReengineeringWork Through Information Technology, Harvard Business Press, Boston (1993a).
- Davenport, Tom H., Book review of “Reengineering the Corporation,” Sloan Management Review, pp. 103–104 (Fall, 1993b).
- Earl, Michael, “Business Process Reengineering: A Phenomenon of Organization,” Information Management: The Organizational Dimension, Michael Earl (Ed.), Oxford University Press, Oxford (1996).
- Grint, Keith and Case, Peter, “The Violent Rhetoric of Re-engineering: Management Consultancy on the Offensive,” Journal of Management Studies, Vol. 35, No.5, pp. 557–577 (1998).
- Grint, Keith and Willcocks, Leslie, “Business Process Reengineering In Theory and Practice: Business Paradise Regained?” New Technology Work and Employment, Vol. 10, No.2, pp. 99–109 (Autumn, 1995).
- Grint, Keith, Case, Peter, and Willcocks, Leslie, “Business Process Reengineering: The Politics and Technology of Forgetting,” Proceedings of the IFIPWG8.2 Conference Information Technology and Changes in Organizational Work, W. J. Orlikowski, G. Walsham, M. R. Jones, and J. I. DeGross (Eds.), Chapman & Hall, London, pp. 39–61 (1996).
- Grover, Varun and Kettinger, William, Business Process Change, Idea Group, Harrisburg, PA (1995).
- Hall, G., Rosenthal, J., and Wade, J., “How To Make Reengineering Really Work,” Harvard Business Review, pp. 119–131 (November–December, 1993).
- Hammer, Michael, Beyond Reengineering, Harper Collins, London (1998).
- Hammer, Michael and Champy, James, Reengineering the Corporation: A Manifesto for Business Revolution, Nicholas Brearley Publishing, London (1993).
- Hammer, Michael and Stanton, S., “No Need For Excuses,” Financial Times, p. 20 (5 October, 1994).
- Harvey, David, Reengineering: The Critical Success Factors, Business Intelligence, London (1994).
- Haughton, E. “Business Process Reengineering: Moving the Corporate Goalposts,” Computer Weekly, pp. 20–23 (July, 1992).
- Heygate, Richard, “Immoderate Redesign,” The McKinsey Quarterly, Vol. 1, pp. 73–87 (Spring, 1993).
- Hilmer, Fred and Donaldson, Lex, Management Redeemed: Debunking The Fads That Undermine Corporate Performance, Free Press, New York, NY (1996).
- Johannson, H., McHugh, P., Pendlebury, A., and Wheeler, W., Business Process Reengineering: Breakpoint Strategies for Market Dominance, John Wiley, Chichester (1993).
- Keen, Peter, Process Change, Harvard Business Press, Boston, MA (1997).
- Ligus, R., “Methods to Help Reengineer Your Company For Improved Agility,” Industrial Engineering, pp. 46–55 (January, 1993).
- Moad, Jeff, “Does Reengineering Really Work?” Datamation, pp. 22–28 (August, 1993).
- Preece, Iain and Edwards, Chris, A Survey of BPR Activity in the United Kingdom, Unpublished Research Paper, Cranfield University Business School, Cranfield (1993).
- Price Waterhouse, Price Waterhouse Review 1994/5, Price Waterhouse, London (1994).
- Rigby, Darrell, Management Tools and Techniques, Bain and Co., Boston, MA (1997).
- Shapiro, E., Fad Surfing In The Boardroom, Capstone, Oxford (1996).
- van Nievelt, Augustus and Willcocks, Leslie, Benchmarking Organizational and ITPerformance, Oxford Executive Research Briefing, Templeton College, Oxford (1997).
- Willcocks, Leslie (Ed.), Information Management: Evaluation of Information Systems Investments, Chapman and Hall, London (1994).
- Willcocks, Leslie and Currie, Wendy, “Does Radical Reengineering Really Work? Emerging Evidence From Major Projects,” Managing IT as a Strategic Resource, L. Willcocks, D. Feeny, and G. Islei (Eds.), McGraw Hill, Maidenhead (1997).
- Willcocks, Leslie, Currie, Wendy, and Jackson, Sylvie, “In Pursuit of the Re-engineering Agenda In Public Administration,” Public Administration, Vol. 75, No.4, pp. 617–649 (1997).
- Willcocks, Leslie and Smith, Gill, “IT-Enabled Business Process Reengineering: Human and Organizational Issues,” Journal of Strategic Information Systems, Vol. 4, No.3, pp. 279–301 (1995).
- Willcocks, Leslie and Lester, Stephanie (Eds.), Beyond the IT Productivity Paradox, Wiley, Chichester (1999).
About this Article
- How Radical Was IT-Enabled BPR? Evidence on Financial and Business Impacts
International Journal of Flexible Manufacturing Systems
Volume 14, Issue 1 , pp 11-31
- Cover Date
- Print ISSN
- Online ISSN
- Kluwer Academic Publishers
- Additional Links
- information technology and change
- business process management
- Industry Sectors
- Author Affiliations
- 1. Andersen Professor of E-Business, Warwick Business School, University of Warwick, Coventry, UK