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The consultants’ offensive: reengineering – from fad to technique
Author(s) -
Fincham Robin,
Evans Mark
Publication year - 1999
Publication title -
new technology, work and employment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.889
H-Index - 45
eISSN - 1468-005X
pISSN - 0268-1072
DOI - 10.1111/1468-005x.00051
Subject(s) - business process reengineering , offensive , context (archaeology) , business , business process , process (computing) , process management , knowledge management , management , computer science , marketing , work in process , economics , history , archaeology , lean manufacturing , operating system
Business process reengineering has tended to be seen as a management fashion and the brainchild of the gurus who popularised it. Yet this overlooks the role of consultants in the spread of BPR and the system itself as a specific technique of change management. In fact BPR played a significant role in the push for new business in management consultancy and has become integral to an armoury of consultant tools. This article explores reengineering as a consultancy solution in the context of the external expert’s distinctive claims on knowledge, and argues that this approach reveals new insights into both reengineering and the consultancy process.