During BPR, what might companies overlook that contributes to failure?

In the context of Business Process Reengineering (BPR), companies often prioritize technical advancements or automation while neglecting the crucial element of employee engagement in new processes. Employee engagement is vital as it ensures that the individuals who are directly affected by the new processes are actively involved, informed, and motivated to adapt to changes. When employees feel excluded or insufficiently consulted during the reengineering process, it can lead to resistance, a lack of understanding of the new processes, and ultimately, failure to achieve the desired outcomes of BPR initiatives. Engaged employees can provide valuable insights, foster collaboration, and facilitate a smoother transition to reengineered processes, making their involvement essential for success.

Other elements such as technical innovations or outsourcing may be valuable components of the BPR strategy but do not directly address the need for employee buy-in and support, which is often a decisive factor in whether the reengineering efforts lead to improved performance or fall short.