This book investigates the practical challenges and theoretical complexities inherent in implementing Business Process Reengineering (BPR) within the context of public sector health care organizations. Authors Ewan Ferlie and Terry McNulty utilize their expertise in organizational behavior and public management to analyze the friction between traditional functional hierarchies and modern process-oriented structures. By grounding their analysis in a detailed case study of a major NHS hospital, they provide a framework for understanding how corporate management techniques translate into clinical and administrative environments.

Experts and practitioners in health administration frequently cite this work for its realistic assessment of the difficulties involved in large-scale institutional reform. Readers often note the academic density of the prose, which serves as a foundational text for those studying the intersection of public policy and corporate management strategies.