BPR (Davenport and Short, 1990; Hammer, 1990) has become big business. The market for BPR services is estimated to be $51bn in 1995 (Davenport, 1996). Senior executives indicate that BPR is one of the most vital issues they face in the late 1990s (Galliers et al., 1994; Brancheau et al., 1996; Watson et al., 1997), and interest is still keen. This is despite the failures arising from its narrow, IT focus (Watts, 1993); despite the criticisms (Mumford, 1994, 1996; Land, 1996); and despite the warnings from one of its founders that the original concept was flawed (Davenport, 1996).
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Galliers et al. (1999) studied this question.