Managing the Risks of Reengineering to Achieve Enterprise Excellence for the 21st Century

AbstractBy understanding why and how organizations have succeeded and appreciating the common pitfalls and misconceptions in implementing business process reengineering, executives, managers and employees will he better prepared to address critical organizational, management and technology issues in their organizations as we move into the 21st century.Using data from many reengineering efforts in the private and public sectors, this paper will address the primary risks involved in reengineering and discuss five critical success factors for reengineering which every organization should consider: executives; environmental and cultural assessment; nine process change enablers; a structured methodology; and a change management program.