BPR Implementation Process: An Analysis of Key Success & Failure Factors 8.1 Introduction: An Analysis of Key Success & Failure Factors Following the publication of the fundamental concepts of BPR by Hammer

However, despite the significant growth of the BPR concept, not all organisations embarking on BPR projects achieve their intended result. Hammer and Champy (1993) estimate that as many as 70 percent do not achieve the dramatic results they seek. Having BPR repeatedly at the top of the list of management issues in annual surveys of critical information systems reflects executives' failure to either implement properly or acquire the benefits of BPR (Alter, 1994). This mixture of results makes the issue of BPR implementation very important. BPR has great potential for increasing productivity through reduced process time and cost, improved quality, and greater customer satisfaction, but it often requires a fundamental organizational change. As a result, the implementation process is complex, and needs to be checked against several success/failure factors to ensure successful implementation, as well as to avoid implementation pitfalls.