When even the most ardent protagonists of BPR, such as Hammer & Champy, are quoting failure rates from 50% up to 80%, is BPR really such a sure fire solution to the challenges of the nineties? Is the reason for these failures solely the inability to manage organisational change, or is there a more fundamental problem with BPR? And is managing the culture key to effective change, particularly within the context of a BPR initiative?
These questions were the impetus behind a Henley Management College MBA dissertation. This management summary reports on the resulting survey into organisational change techniques used by UK organisations undertaking BPR.