If given the opportunity to resist change, many will do it. Moreover, changing the way business is conducted will not be tolerated without top-level approval because top management is in charge of the business. If those involved in the process are not part of the project, they will resist changes and, most likely, sabotage the BPR effort. After all, they are the ones who will most likely be impacted by the changes. Choosing a BPR project that must work should increase its chances of success.
Success is hard to resist.
If a project is very successful, it will be much easier to get organizational buy-in. The DCL project had to work. DCL processing was taking too long and was negatively impacting customer response time. Therefore, Barnett felt that it had to take action. It decided to embark on a major BPR project to rethink DCL from 32 to 2 processing offices.