Establishing a New Vision for BPR in a Large Complex Public Sector Organisation

Successful change in local government can only exist if we take into account both the complex machinery of public sector service delivery and also the values and beliefs inherent within those services. This unique organisational arrangement requires a distinctive approach to change; evident in the reinterpretation of change methods within the public sector. This argument transpires from a longitudinal action research project in one of the UK’s largest city authorities: Leeds City Council. Highlighting a dramatic change of leadership and strategic approach in ICT delivery, this paper ascertains and discusses a set of components arising from the implementation of a newly styled Business Process Reengineering group.