Is Re-engineering Possible in the Public Sector A Brazilian Case Study”. Business Change a.pdf

Is Re-engineering Possible in the Public Sector? A Brazilian Case Study Nereu F.Kock Jr. Robert J.McQueen Dept. of Management Systems University ofWaikato Private Bag 3105 Hamilton New Zealand nfk@waikato.ac.nz Is Re-engineering Possible in the Public Sector? A Brazilian Case Study ABSTRACT This paper describes an attempt to re-engineer a large public sector organisation in Brazil. The organisation, a civil engineering company, had a major role in a large government construction project of high political relevance, by the time the re-engineering attempt was started. As a result of the re-engineering attempt, the organisation had its IT infrastructure significantly improved. The access to IT was decentralised by the downsizing of the applications from a mainframe to a local area network. The large construction project for which the organisation had been hired by the government was successfully completed. However, no radical changes in the organisations business processes had resulted, despite the US$ 8 million invested in the re-engineering attempt. Moreover, even though some processes had been automated, almost no staff reduction was effected. The lack of layoffs meant that even the increase in efficiency in those processes, which by no means was radical, was not realised. This paper analyses this case of successful failure and its implications for re- engineering in the public sector.