Process selection in re‐engineering by measuring degree of change

Purpose – The purpose of this paper is to present a model in order to select the most appropriate process for business process reengineering (BPR) through evaluation of the degree of change. Design/methodology/approach – Corporations usually work in an environment in which business requirements are subject to continuous inevitable change. Therefore, in order to sustain competitive advantage, the corporations are required to continuously configure their business processes and operations with respect to these changes. This paper presents a model for evaluating change in an organization. By applying this model, one can select appropriate processes for reengineering. Findings – The proposed model was confirmed by consulting with engineering companies and was also implemented in one of them. This model includes five soft and hard dimensions, 19 factors, as well as 44 indicators for measuring the changes. Eventually, the proposed model was carried out in “recruitment” and “performance measurement” processes in a consulting engineering company in the water industry. Originality/value – The paper shows that by applying the selected best practices in BPR projects, some degrees of changes are imposed upon corporation in which soft factors usually cannot be assimilated to these changes. This condition leads to a high resistance and finally the failure of the changes in corporation.