Is Re-engineering Possible in the Public Sector? A Brazilian Case Study

Nereu F. Kock, Robert J. McQueen
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引用次数: 23

Abstract

This paper describes an attempt to re-engineer a large public sector organization in Brazil. The organization, 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 organization had its IT infrastructure significantly improved. The access to IT was decentralized by the downsizing of the applications from a mainframe to a local area network. The large construction project for which the organization had been hired by the government was successfully completed. However, no radical changes in the organization's 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 realized. This paper analyses this case of ‘successful failure’ and its implications for re-engineering in the public sector.

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公共部门可以重新设计吗?巴西案例研究
本文介绍了在巴西重新设计一个大型公共部门组织的尝试。该组织是一家土木工程公司,在一个具有高度政治相关性的大型政府建设项目中发挥了重要作用。由于进行了重新设计,该组织的信息技术基础设施得到了显著改善。通过将应用程序从大型机缩减为局域网,信息技术的访问被分散了。该组织受雇于政府的大型建设项目圆满完成。然而,尽管在重新设计方面投入了800万美元,但该组织的业务流程并未发生根本性变化。此外,尽管一些程序已经自动化,但几乎没有裁员。没有裁员意味着,即使这些过程的效率提高也没有实现,这绝非根本。本文分析了这一“成功失败”的案例及其对公共部门重组的影响。
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