Mario Gastaldi

Over the last nine chapters, I have laid out an agenda that prescribes what companies must do to thrive in the customer economy. Here it is, in summarized form: 1. Make yourself easy to do business with… 2. Add more value for your customers… 3. Obsess about your processes… 4. Turn creative owrk into process work… 5. Use measurement for improving, not accounting… 6. Loosen up your organizational structure… 7. Sell through, not to, your distribution channels… 8. Push past your boundaries in pursuit of efficiency… 9. Lose your identity in an extended enterprise… Read more at andrewmpark.wordpress.com

Much of the literature on BPR has taken an evangelical stance on the issue, assuming that BPR is automatically good for an organisation. As a consequence, there has been little reportage of actual BPR failures. Estimates of failure rates vary. For example, Caron et al. (1994) report a 50 per cent failure rate, while Murphy (1994) reports a failure rate of 70 per cent. However, it is quite probably the case that many failures may go unreported since the organisation will understandably not want to publicise the fact, or, indeed, may not even survive to tell the tale. Therefore, it is likely that the true failure rate may be even higher. Certainly, many companies only begin to consider BPR when they are faced with a survival-threatening crisis and radical surgery is required. For example, Rank Xerox were forced to reengineer their business processes when their market share plummeted from 90 percent to 9 percent following the entry of Japanese competitors into their marketplace (Hammer & Champy, 1993). Read more at findarticles.com