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Organizational Transformation Through Business Process Reengineering deals with both successes and failures of business process reengineering, maintaining that no one management approach is a cure-all for organizational change. This book contains 36 readings and 8 cases, and builds on the evidence gained in actual firms with various business processes, using many different business process reengineering approaches. The information and knowledge currently available is much richer, more comprehensive, and detailed than has been previously available. Salient Features Emphasizes "lessons learned" and assesses the causes for BPR failures and successes. Adopts a questioning attitude that is based on the mixed results of actual reengineering efforts rather than focusing unrealistically on BPR successes only. Considers both the strategic and operational aspects of BPR. Relates BPR to quality improvement and to information technology as a BPR enabler. Each section includes a business case that illustrates ideas covered in that section. Study questions test the reader's mastery of ideas presented and act as an application and integration mechanism.