BPR在曼哈頓銀行案例分析英文(pdf 13頁)

Keywords BPR, Information technology, Performance, Improvement
Abstract Previous researchers have investigated the principles of business process
reengineering (BPR) and how firms approach this process. However, previous research makes
no distinction among BPR projects in different organizational contexts. The present research
investigates the BPR methods best suited for financial institutions. Based on a case study
conducted in Chase Manhattan Bank, this research attempts to provide guidelines for BPR
projects in financial institutions that will help them achieve dramatic performance gains. Chase
BPR projects include four phases encompassing a wide scope of activities: energize, focus, invent,
and launch. As seen in Chase BPR projects such as e-fund disbursement cards and service charge
reengineering, these efforts resulted in new products and services in addition to producing
dramatic increases in revenue and operating savings.
Introduction
Information technology has profoundly changed the way we do business
during the past decade. Business process reengineering (BPR) offers one
method for managing this change while at the same time making it possible to
achieve dramatic gains in business performance. However, not all BPR projects
have been successful in achieving dramatic performance gains.
The continuing demand for business process improvements has resulted in a
proliferation of consultants, methodologies, techniques, and tools for
conducting BPR projects (Kettinger et al., 1997). This flood of BPR
methodologies has often left BPR project planners confused about which
methods are best suited to their needs. This lack of consensus on BPR methods
has resulted in many unsuccessful BPR projects.
Previous research has investigated the principles of BPR and how firms
approach this process (Hammer, 1990; Hammer and Champy, 1993; Earl, 1994;
Davenport, 1995; Kettinger and Grover, 1995; Stoddard and Jarvenpaa, 1995;
Harkness et al., 1996).
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