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Business Process Reengineering (BPR) Bangalore, 7 th September, 2007 What is BPR? Reengineering...the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures

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Bangalore 7 th september 2007 l.jpg

Business Process Reengineering (BPR)

Bangalore, 7th September, 2007


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What is BPR?

Reengineering...the fundamental rethinking and radical redesign of business

processes to achieve dramatic improvements in critical, contemporary measures

of performance, such as cost, quality, service, and speed.

—Reengineering the Corporation, Michael Hammer & James Champy

  • BPR impacts four dimensions of an organization –

  • Process

  • Technology

  • Organization Structure

  • People


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What is BPR?

  • What it isn’t…

  • What it is…

  • Fundamental change in the way we operate

  • Revolutionary

  • Leveraging best practices and enablers

  • Multi-dimensional, integrated solution

  • Overlaying new software on top of the same business processes

  • Evolutionary

  • Downsizing

  • Merely reorganizing and restructuring

Today firms must seek not fractional, but multiplicative levels of improvement – 10X rather than 10%. Such radical levels of change require powerful new tools that will facilitate the fundamental redesign of work.

- Process Innovation, Thomas H. Davenport


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What are the key drivers of BPR?

  • Competitive landscape

  • Response to changing client expectations

  • Macro economic factors … changes to the availability, cost and quality of inputs

  • Regulatory changes


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Monitor and Improve

Plan BPR Project

BPR

Approach

Transition and Change Management

Assess

As – Is Processes

Design

To – Be Processes

Approach


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Typical Success Factors

  • Clear Vision – Focus on outcome

  • Top Down Approach – Senior Leadership Commitment

  • Project Scoping, Planning & Change Management

  • Pilot the solution before full scale implementation


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Typical Pitfalls

  • Lack of Alignmentamongst stakeholders

  • Lack of Communication rigor

  • Incorrect estimation of the scope and impact of change

  • Solution not piloted

  • Emphasis on technology over process


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