Long cycle times translate into poor customer response. Since Barnett is now trying to compete in the financial services industry, it felt that it needed an edge. Barnett believes that BPR will give them that edge by decreasing cycle times and improving information sharing. Data were not made available on how much cycle time has been reduced, but bank executives informed us that BPR has paid off quite well. Since information sharing is the key to enterprise-wide communication, the Technology Department should lead the BPR effort.
Information is used by all functional areas across the bank.
Since the Technology Department manages the information resources of the entire company, it is in an ideal position to lead. In addition, the Technology Department is charged with maintaining existing systems and developing new systems that serve the needs of the business. Visible and continuous support from top management should greatly increase the chances of BPR success. If top management does not visibly support BPR, politics will destroy the project. Most people are afraid of change.