Management of information technology and business process re‐engineering: a case study

This paper investigates and addresses issues, problems and challenges that a regional company of a multinational corporation is facing in the implementation of IT‐platforms (SAP R/3) and the business process re‐engineering (BPR). While many organizations have reported significant improvement in business results from implementing SAP R/3 and BPR, others have failed or experienced various difficulties in achieving intended business and management results. This empirical study describes and discusses Siemens' experience in the process of implementation. The author argues that a holistic approach to IT management is needed, which recognises and emphasises active integration and interaction of strategy, business processes, management system and structure, and organizational culture.