The process of reengineering or business process reengineering (BPR) has emerged as a response to numerous problems and today represents the basic way of doing business. An important source of organization's benefits to other participants in the market is its ability to change both to the outside environment and to the internal organization of the business. Organizational ability is to implement management change programs, among other things, taking into account one of the most important factors - a human factor in order to achieve better growth, ultimate development and the result of business. By applying the concept of reengineering business processes, the processes of change and behavior are included in order to achieve the strategic goals and therefore the advantages in competition in the market. Successful corporate governance (power, authority, and responsibility in performing core activities) should balance the organization's goals with the demands of major stakeholders. Connecting the various areas of corporate governance, as well as good information about BPR, results in differences between successful and less successful corporations. If the majority of BPR employees have a positive attitude is highly likely that such change and implementation will work successfully. It is very important to inform and educate employees well about measures that will make each of them contribute more efficiently to the change. Good information reduces the intensity of resistance to the implementation of the reengineering process. The process of implementing change can be carried out through the processes of radical rapid changes in the case of acute or crisis situations for all participants and interest groups, as well as through the change over a long period of time.