Business Process Reengineering (BPR) is a radical, Information Technology based redesign of workflows and processes within and between organizations. Since the publication of the fundamental concepts of BPR (Davenport and Short, 1990 and Hammer, 1990), a steady stream of publicationshas reported on BPR implementations and the dramatic benefits it brought to the implementing organizations. The fundamental concepts of BPR have emerged from the consulting rather than the academic domain. Today, consultants are frequently involved in the implementation of BPR projects. Their considerable role is reflected in current research. Their views on BPR implementations is the basis for a research stream on preconditions for BPR success (Bashein et al., 1994). But does the use of consultants result in more successful BPR projects? By addressing this question, this paper aims at complementing the existing body of research on BPR.