Business process reengineering is the hottest trend in management. Done well, it delivers extraordinary gains in speed, productivity, and profitability. But process redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive results. How can you increase the odds for success? Here are a few lessons from the front.
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Attaran et al. (1999) studied this question.
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