Business process reengineering subsequent to IT adoption in hierarchically structured organizations

Business process reengineering, in response to the adoption of an IT system, poses challenges in any organization, including a university. These challenges are exacerbated when the organizational structure is a strict hierarchy. Unique problems emerge in this type of organization such as total lack of user participation, lack of training in the newly deployed system, and the imposition of a software system by upper management on an unwilling user base. These software systems, which were designed to automate and re-engineer existing business processes, suffer from lack of user familiarity with the software; inadequate requirements capture by management; and lack of user buy-in. A case study of two hierarchically-structured universities, which deployed enterprise-level systems, is used to demonstrate the problems which were encountered and a possible solution. The solution is a systematic methodology of meta-processes that includes full stakeholder consultations, training, and identification of dependent sub-processes and issues. Results of these solutions include better understanding of the system for users and management, higher user buy-in, less negative repercussions for upper management, better network management, and automated replacement business processes that perform all their required functionalities.