REENGINEERING RESEARCH-AND-DEVELOPMENT WORK PROCESSES

Managers in all functions in recent years have wrestled with how best to utilize the powerful tool of business process reengineering (BPR). All too often, if has been thrust upon them by a well-meaning senior m anagement that itself does not know the best way to implement this con troversial change management process. The most important factors to co nsider are the need for top management commitment, support from the in formation technology function, forming the right team, defining the wo rk process properly and giving appropriate consideration to the impact on people. For; as the consultants have come to recognize, BPR involv es getting more out of people, not getting rid of them.