How Radical Was IT-Enabled BPR? Evidence on Financial and Business Impacts

Many large claims have been made about the payoffs that can and must be made from business process reengineering (BPR). Information technology is usually ascribed a critical role in BPR success. There is still a shortage of detailed information on the BPR phenomenon in terms of costs and results. This paper uses data from 168 UK-based organizations surveyed in the BPR heyday (1994–1996 period) to establish the size of expenditure, types of costs, and the types and size of benefits anticipated and experienced among these organizations. The majority were found to be “aiming low and hitting low,” though there was evidence of a small minority of organizations achieving something approaching what could be described as “breakthrough” results. The reasons for these results are discussed in detail and are related to the wider literature.