"Between 50 and 70% or organizational change efforts fail" (Hammer & Champy, 1993).
In light of this statement from the "inventors" of reengineering it is not surprising that the concept is being met with a certain amount of apathy and disdain these days.
It is becoming increasingly clear that organizations are very capable of designing change but less capable of implementing that change. Furthermore, it is clear that short-term organizational pressures and long term organizational change frequently create a dichotomy. …
