Putting the engine into reengineering

Article Abstract:

Reengineering is not a perfect panacea for management problems. Its inherent flaw lies in its inability to include all the key players and in its all-encompassing nature. An ideal alternative to reengineering is results-driven process redesign, with its pace and scope that can be kept attuned with the capacity of the organization to implement change. With reengineering, infrastructure changes are accomplished on a large scale, while with results-driven process redesign such changes are done only as needed.

Evaluation, Organizational effectiveness

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Business process reengineering in the public sector: trying to get another frog to fly?

Article Abstract:

The probability of a successful business process reengineering project in government agencies depends on whether its employees agree to absorb the cost of its implementation and share a common vision of the new business process and its impact on their activities. Overall, however, public agencies are at a disadvantage because it is hard to quantify value or quality and because 'government cannot be run like a private business.'

Organizational change, Administrative agencies, Government reorganizations

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