It is a well known fact that modern organisations face an almost constant need to re-evaluate their strategy, processes, and systems [Davenport 1994, Drucker 1988, Hammer 1990]. Organisations have to adapt to new external demands from their markets, while satisfying internal demands with respect to operating more efficiently and cost-effectively. At the same time, new technological advantages create opportunities for organisations to achieve these goals by supporting new types of organisational forms and processes. Over the last decade, a considerable number of re-engineering approaches have been presented (see e.g. [Meel 1994] for an overview). These approaches in general fall into one of two categories: those that take an existing organisational situation explicitly into account as the basis for the re-design effort [see e.g. Davenport 1993] and those that design new processes and structures from scratch [see e.g. Hammer 1990].