Business Process Reengineering Initiatives Research Articles

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.

Towards a framework for business process re‐engineering in small and medium‐sized enterprises

Business process re‐engineering (BPR) is the vogue, although somewhat discredited, change management method. It is as an information technology (IT)‐based and customer‐driven approach to organizational change, undertaken to enable superior performance, such as cost reduction, shorter cycle time, higher product quality and increased customer satisfaction. Although the literature on re‐engineering principles and prospects is large, there is little empirical research evaluating the success or failure of BPR initiatives. This is especially so in small‐ and medium‐sized enterprises (SMEs) in which the potential for BPR benefits may differ significantly from that in their larger counterparts. SMEs are the fastest growing segment of most economies and are perceived to be more flexible and adaptable in terms of structure and speed of response than larger organizations. The literature speculates that SMEs have as good a chance of re‐engineering successfully as their larger counterparts, although this is untested. Yet, with limited resources, such as IT and BPR expertise, and financial constraints, SMEs may find it difficult to re‐engineer. This paper addresses the role of BPR in SMEs and develops a framework to assess its implementation potential. Factors that facilitate and inhibit BPR performance are identified and analysed as the basis for empirical testing. A set of propositions is developed that allows operationalization of the framework. The ultimate goal is to develop a process and tool set to assist SMEs wishing to undertake business process re‐engineering.

Implementing intra‐organizational learning: an infrastructure to support business process reengineering

Business process reengineering (BPR) has been both heralded as an essential mechanism for competing in today's business environment and condemned as a financial and human resource drain yielding little if any value. BPR failures have frequently been blamed on organizations lacking the cultural ‘change management’ infrastructure necessary to support change. This paper proposes that an organizational learning culture provides an appropriate backdrop for affecting the change management necessary to implement BPR. More specifically, a phased process for implementing organizational learning and a technology infrastructure necessary to support learning is provided. Finally, examples of a learning culture and the resulting influence on BPR initiatives are provided from a single organizational site. © 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.

Implementing intra-organizational learning: an infrastructure to support business process reengineering

Business process reengineering (BPR) has been both heralded as an essential mechanism for competing in today's business environment and condemned as a financial and human resource drain yielding little if any value. BPR failures have frequently been blamed on organizations lacking the cultural ‘change management’ infrastructure necessary to support change. This paper proposes that an organizational learning culture provides an appropriate backdrop for affecting the change management necessary to implement BPR. More specifically, a phased process for implementing organizational learning and a technology infrastructure necessary to support learning is provided. Finally, examples of a learning culture and the resulting influence on BPR initiatives are provided from a single organizational site. © 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.

Business process redesign at CompuNet—standardizing top-quality service through IT

CompuNet, founded in 1984 in Cologne, Germany, has been regarded as the leader in reselling, networking, maintaining and supporting personal computers in Germany. As a multi-vendor system integrator and maintenance company, CompuNet has recently managed several business process reengineering (BPR) efforts to proactively prepare itself for the competitive environment in fast developing system service market. The case provides background information on the company and its strategic positioning. The study focuses on two successful IT-based BPR initiatives that stress CompuNet's shift from a sales to service orientation, concluding with an in-depth case discussion and a brief outlook.

Issues and Dilemmas Facing Organizations in the Effective Implementation of BPR

Business process re-engineering (BPR) is a recent change phenomenon that has grabbed the attention of those working in public sector and private sector organizations. In the organizational sense BPR is identified as a key strategic initiative for achieving business improvement in the 1990s. The failure rate of such initiatives once undertaken, however, is reported to be quite high. Why should that be? This article provides some evidence as to why this could be the case. It draws on current literature which centres on three key issues, namely: classifying, planning and managing a BPR initiative. Each of these issues is discussed. There is also a lack of empirical evidence of the importance of these issues and the difficulties organisations face when undertaking a BPR initiative. It is all very well indicating a methodology should be followed for such an initiative, yet there is no indication as to how difficult it is to implement each stage of the methodology. Hence, the Information Systems Research Centre, based at Cranfield School of Management, wished to address these issues. The Centre undertook a survey of managers working in the public and private sector attending a symposium on BPR. Five success factors were identified as key to the successful implementation of a BPR initiative, namely: (1) induction; (2) providing skills; (3) commitment to the project; (4) changing roles and systems; and (5) changing culture, attitudes and behaviour. The relative importance, difficulties and implications of these are discussed.

Issues and Dilemmas Facing Organizations in the Effective Implementation of BPR

Business process re-engineering (BPR) is a recent change phenomenon that has grabbed the attention of those working in public sector and private sector organizations. In the organizational sense BPR is identified as a key strategic initiative for achieving business improvement in the 1990s. The failure rate of such initiatives once undertaken, however, is reported to be quite high. Why should that be? This article provides some evidence as to why this could be the case. It draws on current literature which centres on three key issues, namely: classifying, planning and managing a BPR initiative. Each of these issues is discussed. There is also a lack of empirical evidence of the importance of these issues and the difficulties organisations face when undertaking a BPR initiative. It is all very well indicating a methodology should be followed for such an initiative, yet there is no indication as to how difficult it is to implement each stage of the methodology. Hence, the Information Systems Research Centre, based at Cranfield School of Management, wished to address these issues. The Centre undertook a survey of managers working in the public and private sector attending a symposium on BPR. Five success factors were identified as key to the successful implementation of a BPR initiative, namely: (1) induction; (2) providing skills; (3) commitment to the project; (4) changing roles and systems; and (5) changing culture, attitudes and behaviour. The relative importance, difficulties and implications of these are discussed.

Business process re-engineering projects in Finland: An evaluation of change management in 21 large Finnish organizations

Most of the 50 largest organizations in Finland have undertaken business process re‐engineering (BPR) projects during the last five years. This study concentrated on business process re‐engineering projects in 21 large Finnish organizations. Of the 21 organizations interviewed, six represent manufacturing industry, seven large public institutions or enterprises, and eight belong to the trade and services sector. The objectives of the study were to shed light on BPR projects in large Finnish organizations in terms of their scope, focus and adopted change management practices. Respectively, a threefold conceptual framework was developed for the study. The findings of the study show that the firms in the trade and services sector have undertaken very comprehensive BPR initiatives. BPR projects in the public sector have been slightly more limited. Manufacturing companies seemed to have the most limited approach to BPR. In change management, all studied organizations identified questions related to change navigation as the most important problem area in the actual management of the BPR projects. On the other hand, management involvement was clearly perceived as the area where the organizations’ capabilities were the strongest. As to the preconditions for a successful BPR project, four major conclusions can be drawn on the basis of the study. First, the broader the projects are in terms of scope and focus, the better the overall results. Second, strong management involvement is a basic requirement for a BPR project to succeed. Third, change navigation is the most critical area of concern, clearly differentiating successful BPR projects from the less successful ones. It is also the area where organizations encounter the greatest problems in BPR project implementation. Fourth, personnel involvement, as well as training and development projects, play a supportive role in BPR and are usually handled quite well in the organizations.