Hammer and Champy cited the drivers for this change as the “three Cs” – Customers, Competition and Change. They advocated an approach based on the reunification of these tasks into “coherent business processes” and the empowerment of workers to make decisions. Hammer and Champy argued that the post-industrial age required a move away from industrial age methods of production – the breaking down of work into its simplest and most basic tasks and the division and specialisation of management. It feels as if just about everything has been done in the name of BPR at some point, although today the term is generally used to refer to the re-design of an organisation’s business processes through the application of technology.īut BPR, as set out by the term’s originators, Michael Hammer and James Champy, in their early 90’s book “Re-engineering the Corporation” is about much more than the application of technology, indeed they guarded against such an emphasis.
If there is any business design approach that has been more distorted in its subsequent interpretation and application, it is Business Re-engineering, or Business Process Re-engineering (BPR), as it is more commonly referred to.
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