Business Process Reengineering Initiatives Research Articles

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries, encompassing common elements such as customer interactions, supply chain management, and operational workflows. Conceptual models form the foundational framework by articulating key principles, methodologies, and best practices for BPR initiatives. One prominent conceptual model is the Business Process Reengineering (BPR) methodology, which advocates for radical redesign rather than incremental improvement of processes. This approach emphasizes fundamental questioning of existing practices, aiming to achieve dramatic enhancements in efficiency, quality, and customer satisfaction. Another influential model is the Capability Maturity Model Integration (CMMI), which provides a roadmap for organizations to systematically improve their processes by advancing through defined maturity levels. Practical executions of cross-industry frameworks entail the translation of conceptual models into actionable strategies tailored to specific organizational contexts. This involves a multifaceted approach encompassing process analysis, stakeholder engagement, technology integration, and change management. Process analysis entails mapping current workflows, identifying bottlenecks, and pinpointing areas for optimization. Stakeholder engagement is crucial for garnering buy-in and fostering a culture of continuous improvement. Technology integration plays a pivotal role in modern BPR initiatives, leveraging digital tools such as business process management (BPM) software, data analytics, and robotic process automation (RPA) to streamline operations and enhance decision-making. Moreover, emerging technologies like artificial intelligence (AI) and blockchain offer new avenues for process innovation and optimization. Change management constitutes a critical component of practical executions, as BPR initiatives often entail significant organizational transformation. Effective change management involves communication, training, and leadership support to mitigate resistance and facilitate smooth transition. Real-world applications exemplify the effectiveness of cross-industry frameworks in driving tangible business outcomes. Case studies spanning diverse sectors, including manufacturing, healthcare, finance, and retail, demonstrate how organizations have leveraged BPR to achieve breakthrough improvements in efficiency, cost reduction, and customer satisfaction. In the manufacturing sector, for instance, companies have adopted lean manufacturing principles to streamline production processes, minimize waste, and enhance flexibility. In healthcare, BPR initiatives have led to streamlined patient care pathways, reduced administrative burdens, and improved clinical outcomes. Financial institutions have leveraged BPR to optimize loan approval processes, mitigate risk, and enhance regulatory compliance. Similarly, retailers have utilized BPR to optimize supply chain management, enhance omnichannel capabilities, and personalize customer experiences. Cross-industry frameworks for business process reengineering represent a potent paradigm for organizational transformation in today's dynamic business landscape. By integrating conceptual models with practical executions, these frameworks empower organizations to enhance operational efficiency, drive innovation, and maintain competitive advantage across diverse sectors.

Transforming medical assistance fund application management: A business process reengineering approach

The application process for the Medical Assistance Fund (MAF) to help patients receive medical interventions at public hospitals has been plagued with delays due to the increasing number of applications, inefficient management, and manual tasks. This study aims to redesign the current application process through Business Process Reengineering (BPR) and to evaluate the effectiveness of a new process to be carried out by the Medical Social Work Unit (MSWU). A new methodology, B2Lean which is based on a combination of the BPR and Lean Thinking was proposed to help identify the processes requiring improvement and to remove inefficient ones. A new online application system, the Patient Assistance Management System was proposed as an IT enabler for this BPR initiative. This study was based on a qualitative research methodology involving a case study in which interviews and observations were used to collect data. The sample study consisted of seven MSWU officers and several supporting staff selected from a government hospital. In the interviews, the ‘5W 1H’ technique was used to elicit and analyze their feedback on issues relating to the existing processes. The findings of the analysis revealed that several manual tasks were inefficient, which had to be either removed or replaced, effectively helping to reduce the overall processing time by 52%. With the new and efficient processes, practitioners could certainly expedite patients’ applications for medical assistance, thus helping them to receive prompt medical interventions. The B2Lean methodology could be used as a guideline for organizations seeking improvement in their current practices.

Exploring critical success factors for business re-engineering processes implementation: A review of literature

The paper is a review of critical success factors for Business Re-Engineering Processes Implementation. Business process re-engineering (BPR) has emerged as a crucial strategy for organizations seeking to adapt to rapidly changing business environments and improve operational efficiency. Successful implementation of BPR projects is contingent upon a comprehensive understanding of the critical success factors (CSFs) that drive their effectiveness. This literature review aims to explore and synthesize the key CSFs for business re-engineering processes implementation by analyzing a broad range of academic and industry sources. The review begins by providing an overview of the evolution of BPR, its rationale, and its significance in contemporary business contexts. Subsequently, it delves into an extensive examination of the literature to identify and categorize the CSFs that have been consistently highlighted in research and practical applications. These CSFs encompass various dimensions, including organizational culture, leadership commitment, stakeholder involvement, change management, information technology adoption, and performance measurement. Furthermore, the review explores the interrelationships and dependencies among these CSFs, highlighting the need for a holistic and integrated approach to BPR implementation. It also discusses the evolving role of technology, especially emerging trends such as artificial intelligence and robotic process automation, in influencing the success of BPR initiatives. By synthesizing and synthesizing the existing literature, this review aims to provide valuable insights for practitioners and researchers involved in BPR projects. It underscores the importance of considering multiple CSFs and their interactions when planning and executing BPR initiatives, offering a foundation for developing effective strategies and frameworks to maximize the likelihood of successful outcomes. Additionally, it identifies gaps in the literature and suggests directions for future research, encouraging further exploration of this critical area in the field of business process management.

Empowering Organizations through IT and IoT in the Pursuit of Business Process Reengineering: The Scenario from the USA and Bangladesh

The current competitive environment demands that enterprises adopt changes that lead to market share and profitability expansion. One effective method businesses adopt is Business Process Reengineering (BPR). This entails redesigning business processes radically to realize significant progress on performance metrics. Information Technology (IT) is essential in enabling the successful implementation of BPR, although not exclusively singly accountable. It provides vital levers for simplifying tasks, institutional structural modification, work adaptations, and phenomenal achievements. IT remains pivotal alongside other factors that enable successful enterprise-wide change through strategically implemented BPR. Among other things, BTP promotes transformational capability through process optimization, task automation, and overall efficiency increment and catalyzes change within organizations. Utilizing IT in BPR initiatives unlocks fresh possibilities leading to phenomenal benefits such as superior productivity, streamlining of workflows, increased collaboration, and a remarkable improvement in performance. This piece exemplifies the importance of IT as a strategic tool when executing BP. It showcases its potential as a positive outcome driver in the dynamic business landscape.

Modeling the Relationship between Business Process Reengineering and Organizational Culture

Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR’s success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then, the BPR factors were validated and prioritized by a panel of experts from the American Society for Quality (ASQ) members network-Qatar chapter and a group of quality directors in Qatar. On the other side, the OC factors were investigated via a systematic literature review. Finally, an analytical correlation study was conducted to understand the relationship between the corresponding factors better. The correlation analysis study has shown that the organizational strategy, leadership, and transfer of knowledge are highly correlated with respect to people, innovation, and supportiveness. The team orientation, outcome orientation, and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. The outcomes of this study provide decision-makers with guidelines for successful integration of the BPR and OC factors to ensure effective implementation of the BPR initiatives.

Alternate Delivery Channels as Business Process Re-engineering Initiative in Public Sector Banks

Business process re-engineering has become an important implementation programme for banks and Indian banks have also been successfully riding on this initiative. Banks undertake this initiative through various channels but this paper has tried to focus on Alternate Delivery Channels alone. Alternate Delivery Channels are channels which facilitate the functioning of the branches through mobile banking, internet banking and Automated Teller Machine (ATM) Services etc. Therefore this study carries out an analysis of progress in the functioning of the Alternate Delivery Channels in the post business process re-engineering scenario for the State Bank of India group. The Alternate Delivery Channels included are Automated Teller Machine, Automated Cheque Deposit Machines, Green Channel Counter Machine, Cash Deposit Machines (CDMs) and Barcode Passbook Printers. Alternate Delivery Channels have been efficacious as channels of change. They have functioned as channels of progress for the operation of the banks, affecting customer satisfaction positively, reducing the time of the employees and customers and thus increasing efficiency and satisfaction.

PRISM-Process Reengineering Integrated Spiral Model: An Agile Approach to Business Process Reengineering (BPR)

Over the past two decades, business process reengineering (BPR) has become a popular approach to improve theefficiency and effectiveness of organizations. An examination of relevant BPR literature reveals that availableBPR models that have been widely in use have some serious limitations and fail to take into considerationhuman factors and change management aspects. Both academic researchers and industrial practitioners haveacknowledged the existence of this theoretical gap. This article proposes a BPR model that is named processreengineering integrated spiral model (PRISM). PRISM is a systematic agile model that would improve thechances for organizations to successfully carry out BPR initiatives and projects.

Business Process Reengineering (BPR) Key Success Factors

Several authors and researchers have questioned the effectiveness of business process reengineering (BPR) as a holistic organizational approach especially after the demise of giant organizations all over the world. However, at a time of economic turbulence and uncertainty, BPR becomes instrumental in helping organizations reengineer existing processes and optimize them to better stay competitive and accelerate business. This paper addresses this criticism and proposes a framework that encompasses key factors that must be considered in any BPR initiative in order to ensure its success. As well as providing executives with a practical guide to consult when starting, planning, implementing and controlling the different activities needed to complete a reengineering project. The paper also identifies and elaborates on the key success BPR factors: 1) Organization wide commitment, 2) BPR team composition, 3) Business needs analysis, 4) Adequate IT infrastructure, 5) Effective change management, and 6) Ongoing continuous improvement. These key factors are presented in light of supporting literature.

Critical analysis of existing business process reengineering models: towards the development of a comprehensive integrated model

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and effectiveness of an organisation. However, a review of the relevant literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration the human factor and change management. The theoretical gap identified in academic research is also reflected in industrial practice. This article analyses existing BPR models in order to set the stage for the development of a comprehensive integrated model to address their theoretical deficiencies. The article will provide an overview of the main issues, limitations and challenges of existing BPR models. The limitations will then be itemised, described and analysed to provide evidence for the need of a more systematic model that would help organisations to successfully carry out BPR initiatives and projects.

Business Process Reengineering (BPR) Initiatives in Public Sector of Pakistan

This study examined three cases from the service sector to examine the BPR initiative in the public sector of Pakistan. The purpose of this study was to investigate and compare reengineering efforts in the public sector and to find an answer to the question, ‘How are these initiatives taking place in developing countries. In-depth interviews were conducted with top management of all three organizations, and the planning documents were reviewed for understanding the planning, implementation, purpose, and performance of the BPR initiative. The background of the BPR process with a set of questions was extracted from literature on reengineering, and then the three cases (firms) were discussed with figures of the current and previous systems. Afterwards, information extracted from semi-structured interviews is presented using a qualitative data technique for comparative analysis and discussion. The study reveals that there are successes and failures in BPR projects of the same public sector (reasons of failure and success are discussed); however, it is a positive sign that government and concerned stakeholders are taking initiatives for public sector reform in Pakistan

Entropic-related complexity for re-engineering a robust supply chain: a case study

This article uses entropic-related complexity to analyse a case study of a business process re-engineering (BPR) intervention to improve the supply chain of a large UK chemicals manufacturer. Entropic-related complexity is defined as the amount of information needed to describe the state of a system; a measure which captures the extent of uncertainty and variety within the system. To evaluate BPR's impact, complexity is calculated before and after the intervention for three elements of the supply chain: incoming supply process, production process and outgoing customer delivery process. The complexity measures are derived from the time-related performance of these three system elements. The results show that the robustness of supply chains, i.e. their ability to perform well despite disturbances, can be assessed using entropic-related complexity retrospectively (after a change has occurred), but it could also be used prospectively (if anticipated outcomes could be estimated) before embarking on BPR initiatives.

Desired organisational capabilities (DOCs): mapping in BPR context

This study establishes and examines desired organisational capabilities (DOCs) that affect the readiness and implementation of business process reengineering (BPR). This research uses a case study and review methodology (second hand material) to extract events and actions about how DOCs are caused by these events and actions. Preliminary organisational capabilities were established from a review of BPR projects’ reports. Twenty-one preliminary capabilities were refined and validated through interviews with BPR executives and experts. In this way, this study presented 21 DOCs, with their influence (strength) on the success of BPR initiatives and implementation. Additionally, these DOCs are ranked according to the value of creating each, before and during BPR efforts. So, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), considering before and during implementation. Finally, the refined organisational capabilities formed the basis of a self-assessment framework that can be used by firms to analyse their readiness to undertake a reengineering project.

Determinants of Bahraini managers' acceptance of business process reengineering

PurposeThis paper aims to examine the possible underlying factors that influence managers' intentions towards adopting business process reengineering (BPR) in a less‐developed country (LDC) context, namely Bahrain.Design/methodology/approachThe study used a survey method to elicit opinions from 104 managers from 14 different big Bahraini businesses.FindingsThe results showed that the existence of some organizational capabilities such as “effective project management experiences” and “the ability to build an organizational‐wide need for change” are important requisites to gain positive salient beliefs toward accepting BPR. Moreover, it showed that “managers' cognitive style” and “level of education” had significant influences on their “intentions to adopt BPR approach.” The findings also suggest that other external factors such as “competitive pressures” and “managers' beliefs about BPR” are significant antecedents to BPR perceived ease of use.Research limitations/implicationsConclusions are drawn about BPR experiences in countries such as Bahrain. Those experiences are compared and contrasted with the related prior studies, which are mainly from western countries' practices. Possible future research issues are raised to extend the author understanding of how BPR initiatives are promoted in organizations. However, the sample was limited to one LDC, which limits the possibility of generalizing its findings to all less‐developed countries.Originality/valueThe study provides insights into the required organizational capabilities, circumstances, and/or beliefs that ease promoting BPR initiatives in businesses. Accordingly, possible‐related strategies can be devised to enhance BPR practices in organizations.

Modelling strategic actor relationships for risk management in organizations undergoing business process reengineering due to information systems adoption

PurposeBecause of the competitive economy, organizations today seek to rationalize, innovate and adapt to changing environments and circumstances as part of business process reengineering (BPR) efforts. Irrespective of the process reengineering program selected and the technique used to model it, BPR brings with it the issues of organizational and process changes. Thus, BPR initiatives involve risk taking. Effective management of risks and their prediction and estimation should help in minimizing failures from BPR efforts. Risk management is non‐trivial due to the large uncertainty involved with business success with BPR efforts. Though some attempt has been made to model risk management in enterprise information systems using conventional conceptual modelling techniques, the previous works have analyzed and modeled the same just by addressing “what” a process is like, but do not address “why” the process is the way it is.Design/methodology/approachThe approach presents a new technique for analyzing and modelling early‐phase requirements of organizational risk management that provides the motivations, intents, and rationales behind the entities and activities.FindingsA case study has been considered to illustrate this approach.Originality/valueThe approach is novel in the sense that there is no similar intentional modeling approach for risk management to the best of one's knowledge. The approach is expected to be valuable because by using this approach one can reason about the risks associated with BPR and can incorporate prominently the issues related to risk in the process of systems analysis and design.

Prioritizing barriers to successful business process re‐engineering (BPR) efforts in Saudi Arabian construction industry

Engaging in business process re‐engineering (BPR) efforts could prove to be highly rewarding for construction companies in Saudi Arabia. However, BPR is risky and could be disastrous if not properly approached. To enable sound BPR efforts and increase success chances, thorough investigation of barriers is essential. This study presents 29 barriers, with their influence (strength) on the success of BPR initiatives. Additionally, these barriers are ranked according to the ease of overcoming each. Finally, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), yet easiest to overcome barriers. Following inadequate approach, affected people not informed, culture of construction firms, using inappropriate tools, using external consultants, undefined core processes, and fear and resistance to change are the most important barriers to successful BPR endeavours.

Successful predictors of business process reengineering (BPR) in financial services

Business process reengineering (BPR) has been a popular business improvement strategy for the past decade. However, Holland and Kumar (Getting past the obstacles to successful reengineering, Business Horizons, 1995, p. 79) noted that 60–80% of BPR initiatives have been unsuccessful. An extensive review of the literature revealed significant gaps in research in this area of technology and innovation management. Therefore, the aim of this paper is to report on a cross-sectional study based on a survey questionnaire sent to strategic business units within the Australian Financial Services Sector that have implemented BPR. A response rate of 32% was obtained. The central finding of the study is that the proactive implementation of BPR as part of the organisation's business strategy, coupled with focusing BPR efforts on core-customer business processes are the most significant predictors of BPR success. Using multiple regression analysis, these BPR practices were found to explain more than 30% of the variance in organisational performance. On the other hand, there was no significant and positive relationship between the increased use of information technology and process cycle time reduction. The implication of these results is that managers must reengineer their core processes from a customer perspective. The paper concludes that the key challenges for successful BPR implementation are changing attitudes and culture, ensuring extensive communications and dealing with resistance to change from middle management.

Quantitative risk level estimation of business process reengineering efforts

With risk defined as the possibility of deviation in the results from the expected goals, business process reengineering (BPR) initiatives clearly involve risk taking. However, due to the high expected returns of such efforts, the acceptable risk levels of BPR will tend to be greater than those of less ambitious projects. This research reports the development of a tool to quantitatively estimate the potential risk level of a BPR effort before an organization commits its resources to that effort. The underlying research employed a survey of BPR‐experienced organizations to collect assessment information in order to build a BPR risk estimation model. The developed tool uses triangular fuzzy numbers to approximate the degree of success/failure of proposed BPR initiatives. The tool can be applied by any organization contemplating BPR, thus giving such organizations a heretofore unavailable estimate of the risk level of proposed BPR efforts. Validation was performed based upon an 18‐month BPR project conducted at the Missouri Lottery.

Nonlinearity as a tool for business process reengineering

In today’s competitive business environment, organizations are being challenged to improve performance by improving processes, minimizing costs, and increasing output. Such changes can only be made by looking beyond traditional management systems. Continuous improvement (CI) and total quality management (TQM) have been the focus of recent quality improvement initiatives. However, in many ways, the results have not been as dramatic as desired. Business process reengineering (BPR) focuses on innovation and creativity in redesigning processes in an effort to meet customers’ needs and expectations. Experience using nonlinear systems theory in applied health care settings has revealed that nonlinear science does offer a practical new frame of reference for BPR initiatives. This article describes why radically different approaches are necessary to sustain continued quality improvement, provides the key practical insights offered by nonlinear systems theory, and provides a clinical example of multidimensional thinking as applied in an acute care setting.

A Cross Cultural Comparison of Problems in Business Process Reengineering Initiatives

Reengineering is rooted in the United States and has since spread to many other NICs (newly industrialized countries) like Singapore. As experience in reengineering accumulates, it is time to explore empirically the different types of problems commonly encountered and the impact of these problems on reengineering success. Also this study looks at whether the same types of problems are relevant in a Chinese-based society like Singapore. The study results show that many of the difficulties encountered in implementing BPR in the U.S. apply equally to Singapore. On the other hand, there are also significant differences between the two countries. While change management and management support problems have been identified as critical problems (which are severe and at the same time have a high impact on BPR success) in the U.S., project management and cultural issues are found to be critical problems in Singapore. It is concluded that culture does affect the types of problems encountered and their impact on reengineering success.

Re-Engineering in the Face of a Merger: Soft Systems and Concurrent Dynamics

Business process re-engineering (BPR) was presented as the key to successful organizational transformation in the early 1990s. In this paper we examine a BPR initiative at a medium-sized UK building society in order to explore whether BPR succeeded or failed and to place BPR within the wider context of an organization facing a merger. The study describes the development of a novel BPR methodology which combines both hard and soft modelling approaches and reveals a degree of success in terms of process modelling and gaining consensus on process content and faults. However, two more far-reaching initiatives served to drain away support from the BPR effort: a parallel organizational analysis undertaken by an external consultancy and the hidden (although rumoured) merger talks with a larger partner. Therefore it is inappropriate to view BPR as an isolated, strategic initiative when, in practice, it may be one of several competing change activities vying for support within a changing organizational context. The paper concludes by presenting a model of concurrent dynamics which helps to explain why BPR lost momentum.