Strategies for business process reengineering: evidence from field studies

Authors:
Michael J. Earl;Jeffrey L. Sampler;James E. Short
Affiliations:
-;-;-
Venue:
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Year:
1995

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Abstract

This paper reports on early results from case study research into the relationship between business process reengineering (BPR) and strategic planning. First a framework for analysis is proposed based on the concept of alignment. This "process alignment model" comprises four lenses of enquiry: process, strategy, information systems, and change management and control. Four case studies are then described, selected from a wider sample to demonstrate variation across the four domains. A taxonomy of strategies for BPR is derived from the case studies. This taxonomy suggests a richer variety of BPR practice than has been documented to date and provides an opportunity and platform for further research.