Business Process Reengineering

Chamberlin, John
December 2009
Management Services;Winter2009, Vol. 53 Issue 4, p38
Academic Journal
This paper cites recent research into two public sector/local government organisations (LGOs), as they attempted to implement change through Business Process Reengineering (BPR). The unfortunate but not entirely unpredictable outcomes of the research were that these organisations were not 'ready' for change of such a 'radical' nature as BPR, that senior managers did not really understand the concept or its implications, and that cultural inertia, resistance to change and lack of effective leadership at senior levels were all contributory factors. A key issue is the nature of the way people in leadership positions in these organisations actually 'think', and how this 'thinking' needs to fundamentally change before the organisations themselves are likely to benefit from radical improvements. Gershon's Review has been in the headlines this year (April, 2009) and the requirement for such change is as present as it was when his report was first issued five years ago.


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