Though within the initial Business Management Re-engineering model...

...It wasn't merely about changing things around but more obliterating and eradicating. Questioning whether you actually required the process any more and if you did, which tech to replace it.

BPR was based around a necessity to get rid of objects in the way of your company being able to cut costs and deliver a service or product quicker than it already does. It made business managers realise that tech used in one part of a machine, doesn't mean you need to make all parts more technical, it could mean that some cogs could be completely removed altogether.

Business Management Re-engineering did start to go off tangent a bit when unscrupulous models came into play. What was once a niche area of expertise, redefining a company and cutting out the losses to make a company stronger, soon developed into a playing field where self confessed believers would try and turn a company around without any real proven expertise.

Those still in the game decided to up their professionalism and developed a new format termed business Process Management. This focused on similar aims of BPR, driving down costs, shedding staff, reducing stock, reducing space and also tech reliance where unnecessary.

However it also focused on a company's mission and vision, how that related to their customers and offered each department the ability to analyse their contribution to the company's overall well being. Today these very same methods are thought of as natural benefits to a growing company or one that wishes to downsize. The trend or fad or BPR and BPM is a natural process in business worldwide.