Business Process Reengineering

Business Process Reengineering

Business processing management (BPR) is emerging as a trend, with the hope that dealing with inadequacies can be eliminated in future programs. BPR is effectively able to produce effects that are defined and not at all difficult to obtain. Any business that is about to embark on a major improvement change and considering applying Business Process Reengineering should thoroughly investigate all resources and tips that could be helpful in doing so. In order to be successful with a BPR program there are fundamental principles that need to be understood. Organizations are not function driven, but rather process driven, and BPR encourages a far reaching approach. The failure to accept these fundamentals will in most cases result in the failure of the reengineering program.

The Concept of a Business Process Reengineering

With improved advancements, growing experience, and new insights, and activity modeling helping in the decision process, many BPR topics are becoming easier to manage. BPR is the successor of Business Process Management, and is much more efficient due to the availability of tools, resources, and other factors that have dramatically improved technological advances.
There have been many improvements in the design and structure of BPR such as quality, speed, cost, and service, causing redesigning aims to achieve even more in the way of critical measures. In the beginning stages of BPR, aspects that were unknown become more apparent later on in advancement stages such as the requirement of efficiency improvement did in many instances come into direct conflict with the long term operational procedures of the organization.
The company proved that it can be immobilized in areas, which could prove to be disastrous when concerning the core business.

Core Business Processing

There are processes that are the core of every organization, and core business processes make it essential for the organization to be successful. They enable a company to implement its vision and can be counted on for help with customer service, marketing, and business development. While some companies outsource back office processes to free up resource that can be used elsewhere, companies that implement BPR use these outsource opportunities to their advantage by devoting the time needed to the sometimes crucial activities.
With globalization and internet availability, location of BPR has become less relevant. The role of information technology provides an enabler for programs. It is a means to BPR, which supports implementation of redesigned processes. It also plays a role as a communication tool and the bottom line is that BPR needs to continue with its support and structural inclusions to be successful in the future.

The continued development of BPR will only prove to be more dependable and provide more efficient work environments for companies that are willing to implement and follow procedures and policies.

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David Peterson

David G. Peterson is a business consultant and author of Handling the Remedy. He has extensive international experience managing projects and operations for large financial institutions. He has worked in North America, Europe, Middle East and Asia skillfully managing business and technical requirements, core systems enhancement and support, merger and acquisition integration's, business process reengineering, off-shoring and outsourcing.