The Reality of Business Reengineering: Pacific Bell's Centrex Provisioning Process
分析了太平洋贝尔公司Centrex再造项目的成功实施，发现实际改进是渐进的，而非理论上的激进变革，关键在于一线员工和管理者的持续参与。
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.