Operationalizing strategy through process

Long Range Planning

Volumn 30, Issue 5, 1997, Pages 753-767

  Edwards, Chris ^a   Peppard, Joe ^a  

^a CRANFIELD UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0004838731     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/s0024-6301(97)00056-3     Document Type: Article

References (23)

1. See, e.g. 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, London, 1994.
2. A figure of 70% is often quoted and attributed to Hammer and Champy. However, Hammer has asserted that this figure was descriptive, reflecting his experience. M. Hammer and J. Champy, Re-engineering the Corporation: a Manifesto For Business Revolution, Nicholas Brealey, London (1993);
3. M. Hammer, Hammer defends re-engineering, The Economist, 5 November, 96 (1994);
4. M. Hammer and S. Stanton, Need for excuses, Financial Times, 5 October, 14 (1994).
5. See J. Peppard, Broadening visions of business process re-engineering, OMEGA, International Journal of Management Science 24(3) (1996).
6. See, e.g. M. Hammer, Reengineering work: don't automate - obliterate, Harvard Business Review, July-August, 104-112 (1990);
7. M. S. Scott Morton (ed.), The Corporation of the 1990s: Information Technology and Organisational Transformation, Oxford University Press, New York (1991).
8. In fact, BPR was initially labelled business process redesign. See T. Davenport and J. Short, The new industrial engineering: information technology and business process redesign, Sloan Management Review, Summer, 11-27 (1990).
9. Grint has argued that BPR might be better configured as a Utopia and that it embodies the same kind of possibilities and problems that Utopias throughout history have manifested. See K. Grint, Utopian re-engineering, in G. Burke and J. Pappard (eds), Examining Business Process Re-engineering: Current Perspectives and Research Directions, pp. 82-106, Kogan Page, London (1995).
10. G. Hall, J. Rosenthal and J. Wade, How to make re-engineering really work, Harvard Business Review, November-December, 119-131 (1993).
11. See, e.g. A. Ascari, M. Rock and S. Dutta, Reengineering and organisational change: lessons from a comparative analysis of company experiences, European Management Journal 13(1), 1-30 (1995);
12. C. Edwards and J. Peppard, Forging a link between business strategy and business re-engineering, European Management Journal 12(4), 407-416 (1994).
13. This example is described by Hammer, European Management Journal op. cit.
14. H. J. Johansson, P. McHugh, J. Pendleburry and W. A. Wheeler, Business Process Reengineering: Breakpoint Strategies for Market Dominance, Wiley, New York (1993).
15. M. Hammer and S. A. Stanton, The Reengineering Revolution: a Handbook, HarperCollins, London (1995).
16. For an elaboration of these two approaches, see J. Peppard and P. Rowland, The Essence of Business Process Re-engineering, Prentice-Hall, Englewood Cliffs, NJ (1995).
17. See New Directions in Finance: Strategic Outsourcing, Economist Intelligence Unit, London (1995).
18. See J. Rockart and J. Short, IT in the 1990s: managing organisational interdependencies, Sloan Management Review 30(2), 7-17 (1989);
19. PE Centre for Management Research, The Role of IS in Business Process Reengineering, PE London (1993).
20. T. H. Davenport, Process Innovation, Harvard Business School Press, Boston, MA (1993).
21. M. Earl and B. Khan, How new is business process redesign? European Management Journal 12(1), 20-30 (1994).
22. Ohmae argues strongly that, in making strategy, painstaking attention to the needs of customers comes first. See K. Ohmae, Getting back to strategy, Harvard Business Review, November-December, 149-156 (1988).
23. Motorola: training for a millennium, Business Week, 28 March, 58-60 (1994).