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 and developers "often couldn't make the adjustment to reengineering quickly enough. As a result, some projects suffered when it took too long to roll out new applications that were a central part of reengineering. Some early reengineering projects lost momentum and fell as much as 50% short of their objectives. The toughest adjustment for developers to make was to begin thinking and working toward creating systems to support new business processes rather than doing what they were used to doing: automating the existing way of doin
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