BPR
to how to utilise this new power. The Zeta project also highlights how the culture of an organisation needs to be considered, as culture of a society may not support a BPR project. In the Zeta project, the “CIO’s assertive and confrontational style alienated the project” (Davison and Martinsons, 2002). Team members favoured a more subtle approach. “The Chinese tend to believe that conflicts should be handled backstage or behind the scenes” (Bond, 1986). This enforces how the team members “in general were not comfortable airing their opinions in public” (Davison and Martinsons, 2002). Even though the CIO encouraged them to engage in critical evaluations. The Zeta case study also emphasises the need to adequately prepare and inform employees of the BPR project. The CIO gave BPR team members a BPR text book but did not provide them with guidance or training on how to exercise it.
Business process transformation has led to failure in projects due to organisations believing the concept is easy to implement, and underestimating the efforts needed. BPR concepts need to firstly be supported throughout the whole project by managers. Because BPR may seem simple, organisations may assume employees will automatically be in favour for change however this is not always the case. Managers lead, motivate and guide employees, therefore need to communicate effectively throughout the project the expectations and plans, and show employees that they are committed and motivated to enforcing the changes. When considering implementing BPR, human relations needs to be considered, and how this will affect the way BPR is implemented. Optimal results will occur when an organisation