With the embracing of new management philosophies or redesigned processes, it is
becoming a popular opinion that often the practical problem lies with the
implementation of the new concept, rather than with the concept itself. By focussing
on certain generic critical actions, chances of successful implementation increases for
any new philosophy or re-engineered process. This article discusses such critical
success actions, or implementation drivers as experience in a BPR project at Siemens
Telecommunications.
'n Gewilde siening ten opsigte van die bekendstelling van nuwe bestuursfilosofiee, of
implementering van herontwerpde prosesse, is dat die probleem gewoonlik Ie by die
implementering daarvan, eerder as by die beginsels van die bestuursfilosofie wat
geimplementeer word . Deur op generies kritieke faktore te konsentreer, kan die kanse
op suksesvolle implementering van bykans enige bestuursfilosofie of herontwerpde
proses verbeter word. Hierdie artikel bespreek sulke kritieke sukses aksies, of
implementeringsdrywers, aan die hand van 'n gevallestudie soos ervaar in 'n BPR
projek by Siemens Telecommunications.
