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Generally, the reason companies were deploying workflow technology was to drive operational efficiency—to save cost while improving consistency and quality. Workflow also promised a way of dealing with the cultural malaise that had infected organizations over a certain size. But the reality of deployment in many large financial services businesses was that they just got into a bigger mess faster. Sure, many tasks were automated and streamlined to remove delays from the process. But the culture of the organization was seldom fundamentally changed. The body politic of the firm just absorbed the technological change and carried on as before.