cult. At its core, business process reengineering (BRP) sounds simple and intuitive. It is not, and BPR requires companies to "start from scratch. Look at the end-to-end processes that are really important to an organization's success, then rapidly redesign who does what and give workers new tools to get more done. Management must not be limited by current organizational structure or current thinking" (Moad, 1993, p. 22).
Reengineering usually brings problems and, very often, failure. Failure usually "has more to do with faltering support from upper management sponsors than with late or inadequate information systems. Projects also often fall short simply because top management thinks they involve reengineering when they really don't" (Moad, 1993, p. 22).
The experience of Texas instruments (TI) is relevant to the problem confronting Novotel in spite of the fact that the two firms operate in dramatically different industries. TI discovered that systems analysts
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