There are various pitfall of BPR including the fact that organizations invest heavily in technology and processes however, at the same time also ignore the fact that underlying organizational processes and systems also need to be changed. Inability to define and identify core business processes can be another important variable that can cause the failure of BPR. Thus the reasons as to why BPR fails can be many however; important and significant element of the role of human dimension is often ignored.
Hammer and Champy (1993) therefore argue that most of the BPR failures are related with the human dimensions of the failure. The importance of human dimension in overall success of the process as such therefore is critical and requires an in-depth analysis as to how this can be utilized for achieving highly success change within the organization. This paper will therefore attempt to discuss the human element in the failure of BPR and explore as to what lessons can be learned from this.
Historically, organizations have been developed and viewed as a functional model comprised of various sequential and non-sequential functions. Functions therefore are considered as managerial control units with responsibility and authority over related activities. Business processes therefore within the organizations are executed with the help of these functions.(Hoffer, 2004).
The functional model of business divides a business into various departments such as admin, marketing, sales, etc with pre-defined hierarchies of managerial controls over such departments. Thus functional model of business used to have set authoritative control over each function with pre-defined accountabilities and responsibilities for each layer of management and control. As such this departmentalization of the organization within different functions allowed workers to develop their specializations and perform