BPR在曼哈顿银行案例分析(英文版）.pdf

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Businessprocess BPR and
performance
reengineering and improvement
performance improvement
The caseof Chase Manhattan Bank 351
NamchulShin
puterScience and Information Systems, PaceUniversity,
NewYork, USA, and
DonaldF. Jemella
Chase &Co., Brooklyn, NewYork, USA
Keywords BPR,Information technology,Performance, Improvement
Abstract Previousresearchers haveinvestigated the principles ofbusiness process
reengineering (BPR)and how firms approach thisprocess. However, previousresearch makes
no distinctionamong BPR projects in anizational present research
investigatesthe BPR methods best suited for financial on acase study
conductedin ChaseManhattan Bank, thisresearch attemptsto provide guidelines for BPR
projects in financial institutionsthat will help themachieve dramatic performance gains. Chase
BPRprojects includefour phases passing a wide scope of activities: energize, focus,invent,
andlaunch. Asseen in ChaseBPR projects suchas e-fund disbursementcards and service charge
reengineering, theseefforts resulted in new productsand services in additionto producing
dramaticincreases in revenue andoperating savings.
Introduction
Informationtechnology has profoundly changed the way we dobusiness
duringthe past decade. Business process reengineering(BPR) offers one
methodfor managing this changewhile atthe same time makingit possible to
achieve dramaticgains in business , not all BPR projects
havebeen essful inachieving dramatic performance gains.
Thecontinuing demand for business process improvementshas resulted in a
proliferationof consultants, methodologies, techniques, and tools for
conductingBPR projects (Kettinger et al.,1997). This flood of BPR
methodologieshas often left BPR project planne