A model for implementing BPR based on strategic perspectives: an empirical study
Business process reengineering (BPR) efforts have been reported successful in many firms. However, the failure rates were as high as 70%. Various reasons for this have been given in past research. One major reason was that the efforts had not been connected to the corporate goals. In addition, the steps in implementing BPR in past discussions were, however, incomplete and the papers merely reported a part of the process. This study proposes an integrative approach based on a strategic perspective. Basically, this framework involves three steps that: (1) identify corporate strategies based on analysis of a strategic thrust/strategic target matrix; (2) select strategic paths for BPR based on analysis of a functional coupling framework with the IT application; (3) implement BPR based on analysis of project characteristics to decide on a suitable version of the composite methodology. Furthermore, this framework is illustrated by using an empirical study to demonstrate its application in some business units.
business process reengineering competitive strategy reengineering methodology information technology