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We embarked on a case study to explore one organization's experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization. [ABSTRACT FROM AUTHOR]

In 1997, Gamma Health Care Systems embarked on a redesign project for their Human Resource Information System (HRIS). Redesign involved major changes to the existing system to guarantee a very high level of service. This case describes the efforts of the Human Resource Department (HRD) to redesign its HRIS to better meet enterprise-wide goals of cost effectiveness and efficiency. The reengineering project transformed the HRD from a historic role of transaction processing to one of a strategic partner. [ABSTRACT FROM AUTHOR]

Explores the drivers behind successful business process re-engineering (BPR). Examines Caterpillar Inc, located in Peoria, Illinois, USA, using data collected over a four-year period, beginning in 1992. Reveals positive outcomes which can be directly tied to the deployment of the business process simplification and improvement (BSP/I) methodology. BPS/I provides a systematic methodology for analysis, design and implementation of re-engineering principles. In addition, it provides the environment to help its people generate creative solutions to critical business problems. Examines the link between the steps of BPS/I and the theoretical phases of the problem-solving process. Also explores the link between BPS/I and Couger's variant model of creative problem solving. Notes creative opportunities available to Caterpillar as a result of the identification of this link. [ABSTRACT FROM AUTHOR]