Business Process Reengineering – Start to Finish

This was a discussion in CiteHR to understand Business Process Reengineering . http://www.citehr.com/288656-business-process-re-enginering.html
Business Process Reengineering as defined by Yogesh Malhotra, in “Business Process Redesign: An Overview,” IEEE Engineering Management Review, is the analysis and design of workflows and processes within and between organizations (Davenport & Short 1990). Teng et al. (1994). BPR is defined as “the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures.” Ideally, It begins with detecting certain backlogs and defects in an existing business process. This leads to a complete review of the enterprise where duplication is eradicated and several process are integrated to create a better workflow. These entail redesigning the jobs and reorganising the deliverables. It may create a number of challenges such as losing positions consequently job loss.
Let us take a look at the steps to implement BPR. As mentioned in Business Process Reengineering: A consolidated Methodology by Subramanian Muthu, Larry Whitman, and S. Hossein Cheraghi, there are different methodologies which further include several steps. It begins with developing a vision and strategy including the customer requirements and goals for the process. This sets the direction motivating the BPR. Next is to create a desired culture by measuring and mapping the existing process. Subsequently, benchmark to justify the reengineering. This is followed by integrating and improving enterprise by analysing different processes. Technological problem solving is involved to develop the BPR in an alignment with the social design. Finally implement change and validation by targeting continuous improvement.