In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years.

In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years. The cornerstone of this effort was the "branch network redesign" project, a "process reengineering" effort conducted before the term BPR became fashionable.

After leading a successful rationalisation effort peter Ellwood, now Chief Executive of TSB's Retail Banking and Insurance unit, moved to the second phase of the bank's transformation process. Following two years of intense downsizing, this second phase (1992-1995) aimed at generating more sustainable sources of continued profit growth.

The two Taco Bell cases document one of the most widely discussed cases of reengineering over a twelve-year time span. The cases describe how Taco Bell moved from incremental improvements to radical reengineering and then hit a plateau in its bottom-line results.

The two Taco Bell cases document one of the most widely discussed cases of reengineering over a twelve-year time span. The cases describe how Taco Bell moved from incremental improvements to radical reengineering and then hit a plateau in its bottom-line results.

This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.

This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.

This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.

The rapid growth of Banco Comercial Português (BCP) is one of the great success stories of European banking during the last decade. On the other side of the Atlantic, Continental Bank became the first money-centre bank to completely outsource its IT when it signed an outsourcing agreement with IBM in 1991.