Business Reengineering is no panacea to help organizations to fundamentally adapt to external threats to their existence. Thus, linear not complex thinking mandates many Business Reengineering projects. Resulting are not only project successes. Hard and soft barriers build up during the course of Business Reengineering projects, accounting for many project failures. Hard barriers being wrong technology, non-human resource problems, and legal constraints.
Soft barriers account for most obstacles of project success.
Resisting people within and outside the organization resist being changed. Without change in human knowledge, skill, and behavior on the job, change in technology, processes, and structures is unlikely to yield long-term benefits. It is essential to focus on changing people as well as other aspects of the organization, because people make the difference in organizational performance and have ideas for productive change. We found that change management theory and practice offers interventions abound, that help organizations to concentrate on people and people related change. These interventions have to be studied carefully and applied to individuals, teams and groups, the organization as a whole and the environment.