Business process reengineering (BPR) is the latest process oriented technique, presumed to radically improve business performance (Davenport, 1993; Hammer, 1990). Since the seminal article of Hammer (1990) in the Harvard Business Review, BPR has gained prominence among the widely used management techniques for improving business performance. However, there is evidence that a majority of BPR projects end in failure. Some of the reasons include complexity of operationalizing BPR techniques, tools and practices, as well as underestimating the need for management support, task restructuring, people management, and information technology (IT) (Chung et al. 1997). This paper begins with a description of ALPHA Bank, and its strategies in emerging financial competitive environments. Next, we describe ALPHA Bank’s BPR efforts and finally, conclusions and implications for managers follow.