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A critical issue in business process re-engineering : focusing the intiative

By Chris Edwards


School of Managemen

Year: 1997
OAI identifier:
Provided by: Cranfield CERES

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  1. (1995). 7’he Reengineering Revolution: A Handbook, HarperCollins,
  2. (1994). A figure of 70% is often quoted and attributed to Hammer and Champy. However, Hammer has asserted that this figure was descriptive reflecting his
  3. (1996). Broadening visions of business process re-engineering’, OMEGA, doi
  4. (1993). Business process Reengineering: Breakpoint Strategies for Market Dominance,
  5. (1995). Examining Business Process Reengineering: Current Perspectives and Research Directions,
  6. (1995). For an elaboration of these two approaches, see
  7. (1994). How new is business process redesign?’ doi
  8. (1993). How to make re-engineering really work’,
  9. (1994). I8 See for instance CSC Index survey which reported that 69% of US companies and 75% of European companies have at least one re-engineering initiative active. CSC Index, The State of Re-engineering,
  10. (1993). IT in the 1990s: managing organisational interdependencies’,
  11. (1988). Ken&i Ohmae mgues strongly that in making strategy painstaking attention to the needs of customers comes first. See ‘Getting Back to Strategy’,
  12. (1994). Motorola: training for a millennium’, Business Week,
  13. (1993). Process Innovation, doi
  14. (1995). Reengineering and organisational change: lessons from a comparative analysis of company experiences’, doi
  15. Reengineering work: don’t automate - obliterate’,
  16. (1990). The new industrial engineering: information technology and business process redesign’, Sloan Management Review,
  17. (1990). This example is described by

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