Implementing reengineering using information technology

TLDR

Reengineering is increasingly popular for radical process change, with IT coordination at its core as the primary mechanism of information flow, though managers must recognize pitfalls that can derail such efforts. The study aims to clarify how managers can use IT methods to enable reengineering and organizational change. Improving core IT processes—such as single data capture, cross‑functional integration, and faster customer information—enables radical business process change.

Abstract

Reengineering is becoming an increasingly popular option for corporations seeking radical process change. Central to the success of reengineering is the coordination of information technology (IT) throughout the organization. Essentially, IT represents the core mechanism of information flow. When companies improve core IT processes, such as gathering data only once, integrating cross‐functional systems or increasing information speed to customers, radical business process change is possible. However, for IT to be an enabler of reengineering or organizational change, it is imperative that managers are conversant with the various methods by which IT can help advance process change. At the same time, management needs to be aware of the numerous pitfalls that may doom any change effort using IT.