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		BPR and Organisational Culture

Appendix 1
Hammer & Champy's Reasons for BPR Failure

Summary from Hammer & Champy (1993, Chap. 14):

1. Trying to fix a process instead of changing it
2. Not focusing on business processes
3. Ignoring everything except process redesign [e.g. reorganisation, reward system, labour relationships, redefinition of responsibility and authority]
4. Neglecting people's values and beliefs [need to reward behaviour that exhibits new values and behaviour]
5. Be willing to settle for minor results
6. Quitting too early
7. Placing prior constraints on the definition of the problem and the scope for re-engineering effort.
8. Allowing existing corporate cultures and management attitudes to prevent Reengineering from getting started. [e.g. consensus, short termism, bias against conflict]
9. Trying to make Reengineering happen from the bottom up
10. Assigning someone who doesn't understand Reengineering to lead the effort.
11. Skimping on the resources to Reengineer
12. Burying Reengineering in the middle of the corporate agenda.
13. Dissipating energy across a great many Reengineering projects.
14. Attempting to Reengineer when the CEO is 2 years from retirement
15. Failing to distinguish Reengineering from other business improvement programs [e.g. quality improvement, strategic alignment, right-sizing, customer-supplier partnerships, innovation, empowerment, etc.]
16. Concentrating exclusively on design [forgetting implementation]
17. Trying to make Reengineering happen without making anyone unhappy.
18. Pulling back when people resist making Reengineering changes
19. Dragging the effort out [1 year is long enough]

Text in [] is paraphrased.

To Appendix 2. Issues Arising

[Front Page] [Executive Summary] [Abstract] [Content] [1 Introduction] [2 BPR] [3 Culture] [4 BPR & Culture]
[5 Preliminary Research] [6 Findings] [7 Summary] [8 Conclusions] [Appendices] [Bibliography]

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