Why was business process reengineering unsuccessful as a process and criticized by users?

What will be an ideal response?

An early form of business process management that was introduced in the 1990s was called business process reengineering (BPR). Michael Hammer proposed BPR as a means to make sweeping changes that eliminated all processes that did not add value. Following his advice, many companies went through wrenching, expensive, and ultimately unsuccessful projects led by consultants to redesign processes throughout the organization. It soon became clear that the human element is key to managing and improving business processes, and by 1995, BPR was criticized as a fad that forgot people. BPR's objectives are sound, though, if the techniques are used in a more focused way on smaller projects in the context of new system development and overall business process management.