The idea of re-engineering was first propounded in an article in the Harvard Business Review in July/August 1990 by Michael Hammer, then a professor of computer science. The method was popularly referred to as business process re-engineering (BPR) and was based on an examination of the way information technology was affecting business processes. BPR promised a novel approach to corporate change and was further described by inventors as a 'fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical measures of performance such as cost, quality, service and speed'.
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