The reality of business reengineering: Pacific Bell's Centrex provisioning process

Article Abstract:

Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This article describes and analyzes one of Pacific Bell's successful reengineering initiatives, the Centrex reengineering project. It suggests that successful reengineering implementation does not necessarily meet the popular assumptions underlying BPR. Reengineering designs tend to be radical and assume change to be clean slate, process-based, top-down directed, and information technology enabled. By contrast, reengineering implementation tends to involve improvements that are incremental, rather than radical. The key to implementation appears to be a continual involvement of front-line employees and managers. (Reprinted by permission of the publisher.)

Wired Telecommunications Carriers, Telephone Communication, Telephone Communications, Telephone services, AT&T Inc., Regional Bell Operating Companies

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The breakup of the Bell System: a case study in cultural transformation

Article Abstract:

From an insider's viewpoint, the author describes the major steps in the American Telephone and Telegraph Company's attempt to identify, measure, and modify its culture during its recent divestiture, perhaps the richest example of cultural transition of any American company. He examines the process that led up to the divestiture and its impact on one of the largest and most complex corporate cultures in American business. A post-divestiture survey detailing the personal responses of the management and employees at AT & T paints a revealing portrait of adjustment and adaptation to cultural change and transformation. (Reprinted by permission of the publisher.)

United States, Deregulation, Corporate divestiture, Divestiture, American Telephone and Telegraph Co.

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Business process redesign: radical and evolutionary change

Article Abstract:

Business process redesign entails utilization of radical and evolutionary changes in order to assure its implementation success. In the design phase, attributes of radical change are needed since they are highly effective in initiating motivation. In the implementation phase, firms need to undertake as many evolutionary change process as possible in order to achieve productive results.

Management-Productivity, Research, Analysis, Organizational effectiveness, Corporate reorganizations

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