bpr- change management

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Business Process

Reengineering

Presented By

G. John Firmine

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Definition

Reengineering is the fundamental rethinking

and redesign of business processes to achieve

dramatic improvements in critical, contemporary

measures of performance, such as cost, quality,

service and speed.(Hammer & Champy, 1993)

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Why Reengineering?

CustomersDemanding

Sophistication

Changing needs

CompetitionLocal

Global

ChangeTechnology

Customer Preferences

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Why Reengineering?

Complacency

Resistance

New Developments

Fear of Failure

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Implementing a BPR Strategy

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Key Steps

Know What You Want

Make a Plan

Do It

Monitor

Comprehend to achieve continuous change

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Know What You Want

Clarify need for, and ability to, change.

Understand the needs of key stakeholders.

Understand the competitive environment.

Clarify mission, goals, initiatives and objectives.

Clarify values statement and transition process.

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Make a Plan

Prioritize objectives.

Use project management techniques.

Build effective change project teams.

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Do It

Use hard techniques (visible leadership and

transition devices).

Use soft techniques to overcome resistance

by motivating constructive behavior and resolve

issues of power by shaping dynamics within theorganizational context.

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Monitor

Monitor actions, i.e. progress of change

projects and effectiveness of change

management.

Monitor results, i.e. impact on customers,

employees, suppliers and shareholders.

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Comprehend to Achieve Continuous Change

Achieve continuous change by monitoring

results and adding new changes in project to

maintain momentum, involving all levels of

employees.

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Understanding The Dynamics Of Change

Process-

Include cultural change programme.

Empower cross-functional project teams

throughout the stages.

Use workshops and trained facilitators.

Generate new training.

Use a variety of communication devices.

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Contributing Factors In Business Process

Re-engineering-

Perception and awareness of managerial cadre of

BPR.

Commitment of top management.

Bottom up acceptance of process re-engineeringdesign is the key to implementation success.

Benchmarking is a contemporary tool to process

re-engineering.

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Information technology, computers and

communications play an important role.

Process re-engineering is top-down directed.

Continuous quality improvement is a necessaryprerequisites for the more intense process of re-

engineering.

Organization redesign is necessary in support

of process re-engineering.

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