The second part of a series articles on business process reengineering is discussed. Al-Mashari and Zairi (1999) indicated that 'Empowerment' and 'People Involvement' were equally 'critical' to Business Process Reengineering's chances of success, yet in the research referred to initially there was evidence in both LGOs of management's reluctance to let go of their control and release the creative talents of their people, in order, as Al-Mashari and Zairi suggested, to 'Create an Effective Culture for Organizational Change'. Strong strategic leadership is required to reconnect these organizations to their reason for existence, to un-distract them. In this context, this strength of leadership had not been apparent in either organization. There was no evidence of any reengineering leader who is a senior executive who is strongly committed to reengineering and who possesses the title and authority necessary to institute fundamental change. Without effective leadership, there can be no successful change initiative.
Business Process Reengineering John Chamberlin Management Services; Spring 2010; 54, 1; Docstoc pg. 13 Rep
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