1. Off-the-shelf enterprise IS often forces an organization to redesign their business processes. The critical success factors to make sure the implementation of an enterprise system is successful are as follows:
The critical success factors would include things like a well-thought-out design of the business process when the EIS is used, a comprehensive communications plan to insure everyone affected is informed, and a well-tested technology to insure that no technology problems get in the way of operations.
2. The reason why radical design of business processes is embraced so quickly and so deeply by senior manager of so many companies, and the benefit for businesses:
This idea was embraced so quickly because managers realized they needed to change the way they did business and reengineering offered them a roadmap to do that. Reengineering was written up as the method to use to achieve very significant (75% or more) increases in productivity, decreases in costs, and increases in efficiency.
It was a benefit for businesses in part because even if they didn't achieve the radical objectives they set for themselves, they did realize that changing their operations was not only possible, but also critical if they want to operate at a reasonable cost level. Other managers realized that business processes were the critical unit of business, not function or geographical region. Still other businesses achieved real savings and real productivity gains from the process of reengineering.
It was not necessarily a benefit to business because the process of reengineering was very disruptive to daily operations. Many people were pulled out of the daily business and put on reengineering teams. Those left in the operations were overloaded, and in many cases, the business was forced to abandon reengineering efforts. This was costly.
* Source: Pearlson & Saunders (2006)
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