Business Process Reengineering (BPR) has arguably been the most popular and sweeping change management approach of the past decade. The widespread attention, indeed hype, surrounding BPR can, at least partly, be attributed to the fact that BPR advocates an alternative perspective on how businesses should be studied and improved. Accordingly, businesses should not be analyzed in terms of the functions in which they can be decomposed or in terms of the products they produce, but in terms of the key business processes that they perform.
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