When success turns into failure: a package-driven business process re-engineering project in the financial services industry

Abstract This article discusses a Business Process Re-engineering project that involved the implementation of an enterprise resource planning software package. Although the project was deemed to be a success when the system was first delivered, this initial success soon turned to failure. While the short-term financial results were spectacular, the long-term implications of the changes were more worrying. This paper raises many questions about the meaning of “success.” In particular, it shows how a “successful implementation” can, within a relatively short space of time, turn into failure.

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