Business Process Change (BPC) is cited as a generic concept that is enabled by IT yet the influence of legacy information systems upon this receives little attention in the associated literatures. Case study evidence shows that BPC strategies are influenced by the state of legacy information systems in addition to those commonly recognised as stemming from business pressures and strategic vision. More importantly, the paper shows that BPC is not generic, that there are in fact dimensions to business process change and that these need to be carefully utilised in the light of legacy information systems in order to affect change successfully.