It has been estimated that about two-thirds of re-engineering projects either fail completely or fall significantly short of their hoped-for outcomes. Here are the most common barriers to the success of re-engineering attempts, along with their estimated percentages developed by Hammer & Associates:

1. Indicated resistance to change - 60%
2. Limitations of existing systems - 40%
3. Lack of executive consensus - 40%
4. Lack of a senior-executive "champion" - 40%
5. Unrealistic expectations - 30%
6. Lack of cross-functional project teams - 28%
7. Lack of team skills - 25%
8. Late staff involvement - 18% Project charter too narrow - 15%. Here are the most common errors that contribute to the failure of re-engineering:
   • Trying to fix a process instead of changing it.
   • Not focusing on the business process.
   • Ignoring everything except the process design.
   • Neglecting people's values and beliefs.
   • Being willing to settle for minor results.
   • Quitting too early.
   • Placing constraints on the definition of the problem and the
   • scope of the re-engineering process.
   • Trying to make re-engineering happen from the bottom up.
   • Assigning someone who does not understand re-engineering to lead the effort.

   It is vital to remember that implementation is as important as design. It is in this phase that the socio- part of sociotechnical systems re-design comes into play. Neglecting the human element is a design for poor implementation.
   Compiled by John E. Jones

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   © 1995 Reid Moomaugh & Associates | Permission is granted to reproduce this document for training and education. Comments or suggestions for additions or changes are encouraged..  Updated 05/10/06.