Chapter One — 1.1 Background to the Study

Over the past decade, the relationship between business process re-engineering and organizational change readiness has become a subject of considerable debate among scholars and industry practitioners alike, particularly within the context of Ogun State where operating conditions differ markedly from more developed markets.

Within the context of Ogun State, this relationship carries particular significance. Organizations in this setting operate under a distinct combination of economic, regulatory, and market conditions that may amplify or dampen the effect of business process re-engineering on organizational change readiness, making a context-specific inquiry both timely and necessary.

1.2 Statement of the Problem

Despite a growing body of literature on business process re-engineering, there remains limited consensus on the precise nature of its relationship with organizational change readiness, particularly within Ogun State. Many organizations continue to make decisions about business process re-engineering without a clear, evidence-based understanding of how those decisions ultimately affect organizational change readiness. This gap between practice and empirical understanding is the central problem this study seeks to address.

1.3 Objectives of the Study

1. To examine the effect of Business Process Re-engineering on organizational change readiness in Ogun State.
2. To assess the extent to which business process re-engineering influences organizational change readiness within the study area.
3. To identify the challenges associated with business process re-engineering in relation to organizational change readiness.
4. To recommend strategies for optimizing business process re-engineering in order to improve organizational change readiness.

1.4 Research Questions

1. What is the effect of business process re-engineering on organizational change readiness in Ogun State?
2. To what extent does business process re-engineering influence organizational change readiness within the study area?
3. What challenges are associated with business process re-engineering in relation to organizational change readiness?
4. What strategies can be adopted to optimize business process re-engineering in order to improve organizational change readiness?

1.5 Significance of the Study

Beyond its academic contribution to the field of business analysis, this study has practical value for management teams within Ogun State seeking to understand how business process re-engineering translates into measurable outcomes around organizational change readiness. It is equally useful to students and future researchers looking for a localized empirical reference on this relationship.

1.6 Scope of the Study

The study is limited to an examination of Business Process Re-engineering and its relationship with organizational change readiness within the context of Ogun State. It reflects a MSc-level scope of analysis and relies on data and perspectives available within that scope; generalizing the findings beyond this specific context should therefore be done with appropriate caution.