The Reality of Business Reengineering: Pacific Bell's Centrex Provisioning Process
The Reality of Business Reengineering: Pacific Bell's Centrex Provisioning Process
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业务再造的现实：Pacific Bell 的 Centrex 配置流程
DOI：
10.2307/41165843
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发表时间：
1996
期刊：
影响因子：
--
通讯作者：
Michael E. Littlejohn
中科院分区：
文献类型：
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作者：
Donna B. Stoddard;S. Jarvenpaa;Michael E. Littlejohn
业务流程再造（BPR）是近年来流行的一种管理变革战略，它承诺从根本上改进组织的业务流程。本文介绍和分析了太平洋贝尔公司的成功再造举措之一，中央交换机再造项目。它表明，成功的再造实施并不一定符合流行的假设BPR的基础。再工程设计往往是激进的，并假设变化是干净的石板，基于流程，自上而下的指导，并启用信息技术。相比之下，再工程的实施往往涉及渐进的改进，而不是激进的。实施的关键似乎是一线员工和管理人员的持续参与。
Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This article describes and analyzes one of Pacific Bell's successful reengineering initiatives, the Centrex reengineering project. It suggests that successful reengineering implementation does not necessarily meet the popular assumptions underlying BPR. Reengineering designs tend to be radical and assume change to be clean slate, processbased, top-down directed, and information technology enabled. By contrast, reengineering implementation tends to involve improvements that are incremental, rather than radical. The key to implementation appears to be a continual involvement of front-line employees and managers.