Succeeding at Re-engineering

Succeeding at Re-engineering
1) Trying to fix a process instead of changing it
2) Inadequate focus on business processes
3) Ignoring everything except process redesign
4) Neglecting people’s values and beliefs
5) Not aiming for radical results
6) Abandoning the project prematurely
7) Placing prior constraints on the definition of the problem & the scope
of the re-engineering effort
8) Barriers to re-engineering due to existing culture & attitude
9) Initiating & implementing re-engineering bottom-up
10) Assigning an incompetent re-engineering leader
11) Granting inadequate resources to re-engineering
12) Bury re-engineering is the middle of the corporate agencies
13) Embarking on many re-engineering projects at once
14) Attempting to re-engineer without an assured commitment
15) Failure to distinguish re-engineering from improvement programs
16) Exclusive focus on design
17) Aiming for a smooth transition & change
18) Withdrawal from the project in the face of resistance
19) Excessive pressure for efforts and results