The redesign of processes is a natural consequence of digitalization. We're here to make it easy.
Changes in business usually start when companies want to improve or create something entirely new. To make sure the processes will deliver business value, we gather needs and expectations about what has to change for the business. We can do that by focusing on current problems or envisioning the future. Wherever we start, we must clearly define the expected business value.
Organizations must determine their current performance level based on their business objective and key performance indicators (KPIs). KPIs and business objectives are how an organization can measure whether the new BPR strategies are effective or not.
Benchmarking is ordinarily a relatively uncomplicated process. A business should review historical performance. When they get to linking a business strategy, the leadership will select the right metrics.
Alternatively, the entire process is broken down into parts, and individual benchmarks are set up within each component.
By involve executive leadership and end-users from the onset, an organization is a lot more likely to be successful.
Leadership can help end-users understand the processes, and involving them increases BPR acceptance significantly easier.
End users contribute invaluable insight into how an organization can enhance a process from an on-the-ground perspective.
When we are aware of business needs and goals, we can together start designing the specific sequence of activities. In this phase, we map the exact order of actions, the roles, and the technology needed in the process. Process modeling and visualization techniques are chosen according to the business focus.
With project management knowledge and skills, we focus on process and technology implementation. The engagement of stakeholders is a prerequisite for a successful business transformation. We use change management methodologies to engage people early on to ensure success.
BPR initiatives’ radical nature can lead to many concerns, and BPR, when not done correctly, has had a negative impact. The results have included difficulty adjusting to the new corporate culture changes, and worse, employee layoffs to compensate for the cost of implementing business process reengineering strategies.
Many business process reengineering strategies fail to produce tangible results because of the following:
A more subtle approach is now required. Instead of dramatic changes to processes, you’re more likely to see incremental innovation through continuous improvement strategies.
Many executives have avoided the BPR approach for fear of causing disruption and disorder in a company. Sadly, this is a common theme and highly damaging because BPR provides an excellent opportunity to take definitive and robust action to turn a company around.
And its fundamental message is critical: don’t search for ways to do the same processes better because it may continue to work inefficiently. Consider focusing instead on doing different – and better – things, too.
Business process reengineering tends to be done as a one-off project, run in a silo, and forced on end-users. The result is a new process that either isn’t fit for purpose, fails to solve the problem, or isn’t followed by the people doing the work.
But that doesn’t mean that BPR is useless. If executed effectively, business process reengineering can improve processes and businesses and reinvigorate workers’ engagement with the company.
By consulting and engaging with meaningful behavior in a meaningful way and truly improving the way work is done, BPR can be incredibly useful.
By acknowledging organizational requirements and linking them to a business goal, organizations that implement business process reengineering can deliver incredible results.
If you’re considering fresh ways to approach your business processes, contact us. Together we can align your business processes with your strategy and goals.
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