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Business Process Design: Correlates of Success and Failure

Summary: [This abstract is based on the author?s abstract.] Business process design (BPD) was a popular form of organizational change in the 1990s and was looked upon as a panacea for an increasing array of organizational problems. Seventy-five organizational efforts with BPD as an objective are examined. While success rate was low, success was more likely when the sponsors were mid-level rather than senior executives. Success correlated highest with variables that reflected employee needs, leadership, and project management, while failure correlated with ineffective leadership and cultural conflict. Success and failure factors were similar to those for other types of organizational change. Seven implications are identified for managing process design and implementation.

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  • Topics: Change Management, Process Management
  • Keywords: Cultural change,Lessons learned,Change management,Business process reengineering (BPR),Organizational culture
  • Author: Smith, Martin
  • Journal: Quality Management Journal