Most of domestic companies have made great efforts to undertake “a business transformation for survival” since the foreign currency crisis of 1997, so they chose BPR(Business Process Reengineering) as one of those approaches. BPR is to reconstruct whole business system by fundamentally reexamining the way they have been doing business, and to increase high up in business accomplishments to the overall extent of the company. Hence, lots of domestic companies started a management innovation through BPR to secure maximum company profits and perpetuity. But, over 70% of the companies that promoted BPR failed in making tangible results according to the research by an economic institute in Korea. This can be summarized in that the failure comes out of the lack of basic understanding of BPR, inappropriate organizing system, information technology and communication.
This study put a main point onto a plan applicable in actual business fields by which to check such a promoting method of business process reengineering and core success factors as domestic and overseas companies take interests in recently. To increase practicality in research results, it took a management innovation example put in practice as a research subject by ‘A’ company in 1997. To begin with, this study put in order BPR strategies and promoting methods by the company; then, it drew up a certain accomplishment; finally, it analyzed factors in success and failure. Also, it took a look at BPR promoting accomplishments from the point of long view by illuminating the innovation task of ‘A’ company at this stage, and proposed complementary tasks and alternatives.
This study summarized theoretical considerations relating business process and environment changes in electric distribution in the first part; and it arranged analyses of promoting examples taken by ‘A’ company and future development alternatives in the latter part in researcher’s own way. BPR, reviewed case by case, is not the business to be promoted temporarily but the management task to be promoted continuously and actively from the point of long view. Core success factors should be taken: Selection of a key assignment able to make an overall shift of company; active support by high-ranking managers; initiative leading activities by middle ranking officers; and employees’ participation through smooth communications. Also, the example of advanced companies or the application of innovative methods could be a factor able to make accomplishments visible in a short time.
