In today's environment, with the emergence of different technologies, new products are introduced into the market which have caused the control to shift in favor of customers; products and services are now designed according to customer needs. Competition is also growing due to the existence of greater customer choice; choices of products and services are no longer based on price but on quality and pre- or post-sale services. Changes are also continuous, for example, customer needs and technologies are constantly changing. In the corporate environment, however, every company has the same goals which are to increase its market share and make the most profit possible. To be able to realize these goals, every company must keep pace with the changing environment and undertake some changes in business methods. One such change in business method is Business Process Reengineering or BPR, which is not an easy change to implement. According to some studies, 70% of all BPR projects fail (Kliem 71), so BPR represents a high-risk change, as highlighted in our textbook. Even though it is a high risk change, when it is well implemented, it can be really successful but its success depends on many factors such as “clear definition of objectives and methods; realistic expectations of outcomes and requirements; adequate sponsorship; a scope of the project commensurate with the sponsorship; adequate resources; speed in execution; and balance” (Infor 1). Kliem in Risk Management for Business Process Reengineering said: “BPR promises to improve the competitive position of the market, offer revolutionary services and processes, ensure customer satisfaction, provide greater understanding of the business, renew the organization… in the middle of paper ......ion of BPR is the reason for its failure while Chamberlin thinks it is the way of thinking of the managers. In my opinion, these two are both important reasons for failure of BPR.Works CitedChamberlin, John , “Business Process Reengineering. A Retrospective.”,Management Services;Vol. 53 Issue 4, p38-43Grant, Delvin, “A Wider View of Business Process Reengineering,” Communications of the ACM;Feb2002. Vol.45 Number 2, 6pOlalla, Marta Fossas, “Information Technology in Business Process Reengineering”, International Advances in Economic Research; August 2000, vol. 6 Number 3, p581-586Kliem, Ralph L., “Risk Management for Business Projects re-engineering of business processes”, Management of information systems; Fall 2000, vol. 17 Issue 4, p71-73Wright, Mina; Adams, Peter, “Business Process Reengineering,” INFOR; February 1996, vol. 34 Number 1, page1-2