In today's environment, with the emergence of different technologies, new products are introduced into the market, which has caused a transfer of control to customers; products and services are now designed according to customer needs. Competition also increases due to the existence of greater choice for the customer; The choices of products and services are no longer based on price but on quality and pre- or after-sales services. Change is also continuous: for example, customer needs and technologies are constantly evolving. However, in the business world, every company has the same goals: to increase its market share and obtain the maximum possible profits. To be able to achieve these goals, every company must follow the changing environment and undertake certain changes in its 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 percent of all BPR projects fail (Kliem 71), so BPR is a high-risk change, as our manual points out. Even though it is a high-risk change, when implemented well it can be truly successful, but its success depends on many factors such as "clear definition of objectives and methods ; realistic expectations regarding results and requirements; appropriate sponsorship; a project scope proportional to the sponsorship; adequate resources; speed of 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 breakthroughs in services and processes, ensure customer satisfaction, provide a better understanding of the business, to renew the organization...... middle of The paper ......ion of BPR is the reason for its failure while Chamberlin thinks it is the way of thinking leaders. In my opinion, these two reasons are two important reasons for the failure of BPR. Works Cited Chamberlin, John, “Business Process Reengineering. A retrospective look. First part. », Management services; Winter 2009, Vol. 53 Issue 4, p38-43 Grant, Delvin, “A Wider View of Business Process Reengineering,” Communications of the ACM; February 2002, Vol.45 Number 2, 6pOlalla, Marta Fossas, “Information Technology in Business Process Reengineering”, International Advances in Economic Research; August 2000, vol. 6 Issue 3, p581-586Kliem, Ralph L., “Risk Management for Business Process Reengineering Projects,” Information Systems Management; Fall 2000, vol. 17 Number 4, p71-73 Wright, Mina; Adams, Peter, “Business Process Reengineering,” INFOR; February 1996, vol. 34 Number 1, p.1-2