Critical success factors help one to focus attention on major concerns and are always present for the organization to achieve a successful transformation. These success factors can be used in concert with strategic planning methodologies and have become an important area of study because more than half of the early reengineering projects failed to be completed or did not achieve bottom-line business results without the presence of these critical success factors. Business Process Reengineering is being used as a vehicle for re-aligning strategy, operations, and systems to deliver significantly increased financial results and customer satisfaction. It helps to find ways to do more with less, and provide a better product or service in a minimum amount of time, speed, quality, and cost. In one important way, though, reengineering differs from past incremental and analytic methods and allies itself with more suspect movements. In political terms, it more closely resembles a coup d'etat than a parliamentary democracy. Those applying the label "efficiency through reengineering" advocate the adoption of radical means to achieve corrective actions. This extremism offers seemingly instant relief from the pressure on corporate executives to show immediate improvements. It calls for discarding all existing institutions and reconstituting an organization on the basis of completely fresh ideas; the new business model is expected to spring forth from the inspired insights of a new leadership team.