The role of IT is generally that of an enabler rather than a leader of a reengineering effort. Furey, Garlitz & Kelleher (1993) found that although most reengineering efforts were initiated by the identification of an IT opportunity, the success of the subsequent reengineering was far more dependent on other factors such as management leadership, clear vision, and change management. The process owners are encouraged to take the leading role instead of those in charge of IT, as the process owners will have a more complete knowledge of the processes under scrutiny. Duck (1993) considered the adequate management of change to be fundamental in any successful re-engineering project. Management of change involves communicating with the affected by changes, and being aware of the effect of change on the company as a whole. Visible senior commitment is stressed by most writers on BPR, although it is not the specific focus for any individual writers. Belmonte & Murray (1993) claim that a reengineering effort will not succeed without top management vision and leadership while Hall et al.(1993) postulate that a re-engineering project will fail regardless of the fulfilment of other conditions, without adequate senior management vision and involvement.