Bpr Case Study
The research register for this journal is available at http://www.mcbup.com/research_registers The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft A BPR case study at
Honeywell
BPR case study at Honeywell
David J. Paper
Utah State University, Utah, USA
James A. Rodger
85
Indiana University of Pennsylvania, USA, and
Parag C. Pendharkar
Penn State Harrisburg, Pennsylvania, USA
Keywords Process management, Teamwork, BPR, Organizational chang e
Abstract We embarked on a case study to explore one organization’s experiences with radical chang e for the purpos e of uncovering ho w they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed chang e plan separates the high performers from less successful BPR projects. Second, recognition that dealing with chang e is difficult and complicated is not enough. Top management should make chang e management a top priority and communicate the chang e vision across the organization.
Introduction
Global competition is driving organizations to become leaner and more streamlined. Many organizations have turned to business process reengineering (BPR) as a means to radically change the way they conduct business. However, dramatic improvements have failed to materialize in many instances (Davenport, 1993; Hammer and Champy, 1993; Kotter, 1995). We thereby embark on a case study to deeply explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examine is Honeywell Inc. in Phoenix,
Arizona. From the data, we devise a set of lesson s to help others transform successfully. Honeywell (IAC Plant, Phoenix, Arizona)
The Honeywell
Honeywell
BPR case study at Honeywell
David J. Paper
Utah State University, Utah, USA
James A. Rodger
85
Indiana University of Pennsylvania, USA, and
Parag C. Pendharkar
Penn State Harrisburg, Pennsylvania, USA
Keywords Process management, Teamwork, BPR, Organizational chang e
Abstract We embarked on a case study to explore one organization’s experiences with radical chang e for the purpos e of uncovering ho w they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed chang e plan separates the high performers from less successful BPR projects. Second, recognition that dealing with chang e is difficult and complicated is not enough. Top management should make chang e management a top priority and communicate the chang e vision across the organization.
Introduction
Global competition is driving organizations to become leaner and more streamlined. Many organizations have turned to business process reengineering (BPR) as a means to radically change the way they conduct business. However, dramatic improvements have failed to materialize in many instances (Davenport, 1993; Hammer and Champy, 1993; Kotter, 1995). We thereby embark on a case study to deeply explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examine is Honeywell Inc. in Phoenix,
Arizona. From the data, we devise a set of lesson s to help others transform successfully. Honeywell (IAC Plant, Phoenix, Arizona)
The Honeywell
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