Reengineering service operations: a longitudinal case study

Abstract Examples of business process reengineering efforts have tended to emphasize manufacturing applications over service operations. This paper reports on a recently completed longitudinal reengineering project conducted by the authors in a service context. Key lessons learned from the experiences of the case study are presented in the form of propositions. Based on these propositions, a process model for successfully planning and implementing business process reengineering efforts is offered. In the process model, key influencing factors for each stage are identified. The process model can be helpful in overcoming risks of failure associated with business process reengineering initiatives.