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Business Process Reengineering and Performance Improvement: The Case of Chase Manhattan Bank

Business Process Reengineering and Performance Improvement: The Case of Chase Manhattan Bank
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Author(s): Namchul Shin (Pace University, USA) and Donald F. Jemella (The Chase Manhattan Bank, USA)
Copyright: 2001
Pages: 4
Source title: Managing Information Technology in a Global Economy
Source Editor(s): Mehdi Khosrow-Pour (Information Resources Management Association, USA)
DOI: 10.4018/978-1-930708-07-5.ch034

Abstract

Previous researchers have investigated the principles of Business Process Reengineering (BPR) and how firms approach this process. However, previous research makes no distinction among BPR projects in different organizational contexts. The present research investigates the BPR methods best suit for financial institutions. Based on a case study conducted in Chase Manhattan Bank, this research attempts to provide guidelines for BPR projects in financial institutions that will help them achieve dramatic performance gains. Chase BPR projects include four phases encompassing a wide scope of activities: 1) Energize, 2) Focus, 3) Invent, and 4) Launch. As seen in Chase BPR projects such as e-fund disbursement cards and service charge reengineering, these efforts resulted in new products and services in addition to producing dramatic increases in revenue and operating savings.

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