Abstract
Business Process Reengineering (BPR) or simply
reengineering is an initiative undertaken by organisations that
seek to fundamentally redesign their existing business processes.
In the current business landscape, the only constant is change;
hence organisations should always strive to conduct their
businesses effectively and efficiently. However reengineering
has not always yielded fruitful results, as indicated by the 70%
of the initiatives that have failed. The failure rate of the
reengineered initiatives partly results from neglecting the
“human element” involved when revising processes. Literature
has not dealt extensively with how stakeholders react towards
dramatic change brought about by reengineering, and the
current paper is primarily concerned with this issue, through
the proposal of the Business Process Reengineering
Management (BPRM) concept.