Expectations And Misconceptions Of BPR Failure Factors

2.1.6. BPR failure factors

Now a days, almost in every case BPR is a tool that brings major change in the organizations which make them more competitive and responsive to the market. However its implementation is not easy. According to the 1991 report of CSC consulting one quarter of 300 North American companies involved in BPR reported that they were not achieving their goals (Stanton et al 1992). Hammer and Champy, reported that more than 75 % of BPR projects have been unsuccessful. One reason for the high failure rate is the scope of BPR: It often involves large numbers of people and may extend over a period of years. Another reason

Lack of resource

A company that is financially poor is unable to succeed of BPR effort. A company may have too many disparate business or be too leveraged to be able to commit the significant financial resources required by BPR (Bashien et al, 1994).

C. Unrealistic expectations

Misconceptions and misunderstandings about BPR are allegedly common among stockholders (Hall et al, 1993). Top management expectations may not be realistic. If misconceptions and unrealistic expectations exist among stake holders, give attention for their commitment throughout the project life is impossible. Without their commitment, BPR project cannot be successfully conducted.

D. too many improvement projects under way

BPR may be viewed as just another program in an organization with too many improvement projects already under way. When multiple projects are under taken at the same time,, their effectiveness may be less. Too many projects may compete for scarce organizational resources such as financial, human and technical . Management commitment may not be sustained through the project life (Ahadi,

Too much attention to the process design phase but not enough on the other aspects can result in a stalled. Companies that want to perform and achieve dramatic performance improvements through BPR should be prepare themselves for it, proceed wisely and with confident steps. In the other words, companies should be ready themselves for that BPR will bring. Change is whatever happens, it is a process that will occur through time.. For example, cultural changes, changes in employers' behaviors, as a result benefits of change comes through time. That is why companies understood that , the real benefits of BPR takes time to realize. No matter what is called for the change program, it is the result that approves important thing is improvements when the change program happened (Peppered and Rowland,