Hammer & Champy's Reasons for BPR Failure
Summary from Hammer & Champy (1993, Chap. 14):
Trying to fix a process instead of changing it
Not focusing on business processes
Ignoring everything except process redesign [e.g. reorganisation, reward
system, labour relationships, redefinition of responsibility and authority]
Neglecting people's values and beliefs [need to reward behaviour that exhibits
new values and behaviour]
Be willing to settle for minor results
Quitting too early
Placing prior constraints on the definition of the problem and the scope
for re-engineering effort.
Allowing existing corporate cultures and management attitudes to prevent
Reengineering from getting started. [e.g. consensus, short termism, bias
Trying to make Reengineering happen from the bottom up
Assigning someone who doesn't understand Reengineering to lead the effort.
Skimping on the resources to Reengineer
Burying Reengineering in the middle of the corporate agenda.
Dissipating energy across a great many Reengineering projects.
Attempting to Reengineer when the CEO is 2 years from retirement
Failing to distinguish Reengineering from other business improvement programs
[e.g. quality improvement, strategic alignment, right-sizing, customer-supplier
partnerships, innovation, empowerment, etc.]
Concentrating exclusively on design [forgetting implementation]
Trying to make Reengineering happen without making anyone unhappy.
Pulling back when people resist making Reengineering changes
Dragging the effort out [1 year is long enough]
Text in  is paraphrased.
To Appendix 2. Issues Arising
[Front Page] [Executive
[Content] [1 Introduction]
[2 BPR] [3 Culture]
[4 BPR & Culture]
[5 Preliminary Research] [6
Findings] [7 Summary] [8
Original report: January 1995 This page created: March
2000 © Managing Change 1995,96,97,98,99,2000
[Copyright Fair Use]
a Full list of Contents see the Site
To Follow: VCR controls