A business process encapsulates the set of intertwined and interlinked tasks and activities that strive towards a common organisational goal. Business Process Re-engineering, on the other hand, is the holistic decomposition and reconstruction of a business process to realise improved customer relations, productivity, cycle time, and enhanced quality of work.
The idea of BPR that gained currency in the 1990s presented a counter-solution to deliver businesses from the excesses of iterative improvement in individual departments. Instead, it aimed at an overall fundamental rethinking of a business process in its entirety to bring about a paradigm shift in how things are conducted to buttress a company’s goals better.
The idea of BPR that gained currency in the 1990s presented a counter-solution to deliver businesses from the excesses of iterative improvement in individual departments. Instead, it aimed at an overall fundamental rethinking of a business process in its entirety to bring about a paradigm shift in how things are conducted to buttress a company’s goals better.
A Business Process Re-engineering is an extensive procedure of analysing, scaling, and improving the overall functioning of a business. It involves a fundamental change in how operations take place, the fashion in which resources are utilised, and the ways to satisfy customer demands.
Re-engineering should not be seen as a luxury but a necessity to survive and thrive in an incrementally competitive business ecosystem. The race to stay relevant in an ever-changing contemporary market and its ever-evolving components are what necessitate business process re-engineering.
Now, the question might arise that why the iterative improvement of sub-processes in business is less desirable than business process re-engineering principles. Even though the former improves the functioning capability of individual departments, it might not always be useful if the overall procedure remains outdated or underperforming.
Therefore, the need for a holistic and all-round redesigning is necessary to ensure that all the departments are responsible for the company’s growth rather than isolated enhancement. The latter, hence, recognises the sub-processes involved in a business process and rethinks and redesigns those to improve customer service, operational costs, and enhance revenues and productivity.
Rethinking of a business process aims at cutting the fat from it, eliminating unnecessary layers and elements, thus, reducing operational costs and improving productivity and cycle time. That leads to enhanced customer service and profitability.
Re-engineering should not be seen as a luxury but a necessity to survive and thrive in an incrementally competitive business ecosystem. The race to stay relevant in an ever-changing contemporary market and its ever-evolving components are what necessitate business process re-engineering.
Now, the question might arise that why the iterative improvement of sub-processes in business is less desirable than business process re-engineering principles. Even though the former improves the functioning capability of individual departments, it might not always be useful if the overall procedure remains outdated or underperforming.
Therefore, the need for a holistic and all-round redesigning is necessary to ensure that all the departments are responsible for the company’s growth rather than isolated enhancement. The latter, hence, recognises the sub-processes involved in a business process and rethinks and redesigns those to improve customer service, operational costs, and enhance revenues and productivity.
Rethinking of a business process aims at cutting the fat from it, eliminating unnecessary layers and elements, thus, reducing operational costs and improving productivity and cycle time. That leads to enhanced customer service and profitability.
How we approach Business Process Re-engineering?
We employ a five-step procedure behind the business process re-engineering methodology, starting from scratch by defining a company’s goals and ending at the implementation of a restructured business process.
- Defining organisational objectives and goals
- Identifying and noting customer needs
- Analysing and evaluating the existing business process to recognise the sub-processes
- Reconfiguring the existing business process to develop a cross-functional departmental model with end-to-end responsibility
- Implementation of the redesigned organisational model
Role of Information Technology in Business Process Re-engineering
Information Technology (IT) plays a critical role in BPR in perpetuity. In a techno-centric market, IT is quintessential to a business process. It enables an organisation to work and collaborate more efficiently within and across its borders. Information Technology not only expedites the process of analysis and evaluation but also gains prominence in implementation and successive follow-ups.
- Comprehensive and accessible databases enhance the availability of information across departments
- Cross-departmental framework with end-to-end responsibility works best under the aegis of IT
- Enriched departmental communication through IT leading to a unified approach towards organisational goals
- Easy identification of customer needs and industry trends via analytical and research tools
- Automated systems like bots to attend to customer queries contributing to the overall improvement of customer services
- Recognising organisational fat with the use of intra-organisational managerial systems
- Straightforward and effective establishment of a reconfigured business process
A business process encapsulates the set of intertwined and interlinked tasks and activities that strive towards a common organisational goal. Business Process Re-engineering, on the other hand, is the holistic decomposition and reconstruction of a business process to realise improved customer relations, productivity, cycle time, and enhanced quality of work.
The idea of BPR that gained currency in the 1990s presented a counter-solution to deliver businesses from the excesses of iterative improvement in individual departments. Instead, it aimed at an overall fundamental rethinking of a business process in its entirety to bring about a paradigm shift in how things are conducted to buttress a company’s goals better.
The idea of BPR that gained currency in the 1990s presented a counter-solution to deliver businesses from the excesses of iterative improvement in individual departments. Instead, it aimed at an overall fundamental rethinking of a business process in its entirety to bring about a paradigm shift in how things are conducted to buttress a company’s goals better.
A Business Process Re-engineering is an extensive procedure of analysing, scaling, and improving the overall functioning of a business. It involves a fundamental change in how operations take place, the fashion in which resources are utilised, and the ways to satisfy customer demands.
Re-engineering should not be seen as a luxury but a necessity to survive and thrive in an incrementally competitive business ecosystem. The race to stay relevant in an ever-changing contemporary market and its ever-evolving components are what necessitate business process re-engineering.
Now, the question might arise that why the iterative improvement of sub-processes in business is less desirable than business process re-engineering principles. Even though the former improves the functioning capability of individual departments, it might not always be useful if the overall procedure remains outdated or underperforming.
Therefore, the need for a holistic and all-round redesigning is necessary to ensure that all the departments are responsible for the company’s growth rather than isolated enhancement. The latter, hence, recognises the sub-processes involved in a business process and rethinks and redesigns those to improve customer service, operational costs, and enhance revenues and productivity.
Rethinking of a business process aims at cutting the fat from it, eliminating unnecessary layers and elements, thus, reducing operational costs and improving productivity and cycle time. That leads to enhanced customer service and profitability.
Re-engineering should not be seen as a luxury but a necessity to survive and thrive in an incrementally competitive business ecosystem. The race to stay relevant in an ever-changing contemporary market and its ever-evolving components are what necessitate business process re-engineering.
Now, the question might arise that why the iterative improvement of sub-processes in business is less desirable than business process re-engineering principles. Even though the former improves the functioning capability of individual departments, it might not always be useful if the overall procedure remains outdated or underperforming.
Therefore, the need for a holistic and all-round redesigning is necessary to ensure that all the departments are responsible for the company’s growth rather than isolated enhancement. The latter, hence, recognises the sub-processes involved in a business process and rethinks and redesigns those to improve customer service, operational costs, and enhance revenues and productivity.
Rethinking of a business process aims at cutting the fat from it, eliminating unnecessary layers and elements, thus, reducing operational costs and improving productivity and cycle time. That leads to enhanced customer service and profitability.
How we approach Business Process Re-engineering?
We employ a five-step procedure behind the business process re-engineering methodology, starting from scratch by defining a company’s goals and ending at the implementation of a restructured business process.
- Defining organisational objectives and goals
- Identifying and noting customer needs
- Analysing and evaluating the existing business process to recognise the sub-processes
- Reconfiguring the existing business process to develop a cross-functional departmental model with end-to-end responsibility
- Implementation of the redesigned organisational model
Role of Information Technology in Business Process Re-engineering
Information Technology (IT) plays a critical role in BPR in perpetuity. In a techno-centric market, IT is quintessential to a business process. It enables an organisation to work and collaborate more efficiently within and across its borders. Information Technology not only expedites the process of analysis and evaluation but also gains prominence in implementation and successive follow-ups.
- Comprehensive and accessible databases enhance the availability of information across departments
- Cross-departmental framework with end-to-end responsibility works best under the aegis of IT
- Enriched departmental communication through IT leading to a unified approach towards organisational goals
- Easy identification of customer needs and industry trends via analytical and research tools
- Automated systems like bots to attend to customer queries contributing to the overall improvement of customer services
- Recognising organisational fat with the use of intra-organisational managerial systems
- Straightforward and effective establishment of a reconfigured business process