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Business Process Redesign is "the analysis and design of workflows and processes within and between organization. BPR is defined as The critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures."

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. BPR encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational

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Following steps should be followed to implement BPR. Break down the CSFs into the key or critical business processes & gain process ownership. Break down the critical processes into sub processes, activities & tasks & form the teams around these. Redesign, monitor & adjust the process alignment in response to difficulties in the change process.

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Determine the value to the customer in terms of: Price/Cost Quality Service Delivery Identify the enablers of redesigning Set a benchmark for achievement Rank the process by: Feasibility Cost Impact on value to the customer Appoint the team for each process Monitor the process of re-engineering

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Recast people organization into process organization Segregate process by customer type-internal and external Identify process by: Impact on customer High decision incidence High information exchange High incidence of checks, control and validations High knowledge base

Realisation that competitors will have advantage in cost, speed, flexibility, quality or service New vision or strategy: a need to build operational capabilities. Need to re-evaluate strategic options, enter new market or redefine products/services

Core operating processes are based on outdated assumptions/technologies. Strategic business objectives seem unreasonable. Change in market place in the form of loss of market share and new regulations

Complacency Political Resistance New Developments Fear of Unknown and Failure

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Systems Perspective Global Perspective on Business Processes Radical Improvement Integrated Change People Centred Focus on End-Customers Process-Based

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A new business model Market the business model to employees Overhaul of business operations New technology should be easy to use and require minimal support Distributors should not have to pay to use the technology

Satisfaction : A big advantage of reengineering is that the work becomes more satisfying because the workers get a greater sense of completion, closure, and accomplishment from their jobs. ` Growth Of Knowledge : The personal development within a process team environment does not play such an important role which means climbing up the hierarchy is a minor goal. In this case it is much more important to get a widespread knowledge of the whole process and there are no such things as "mastering" a job; as a worker's expertise and experience grow, his or her job grows with it.
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Solidarity to the Company : "Moreover, since workers in a reengineered process spend more time on value adding work and less time on work that adds no value, their contributions to the company increase, and, consequently, jobs in a reengineered environment will on the whole be more highly compensated."

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An unclear definition of just what is BPR; Unrealistic expectations Inadequate resources; Taking too long (BPR should produce tangible results within realistic timeframes); Lack of sponsorship; Wrong scope (either too narrow or too wide); Too great (or to little) reliance on new information technology and Lack of an effective methodology.

Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan

Two Crucial Tasks

Select The Process to be Reengineered Appoint the Process Team to Lead the Reengineering Initiative

Review Business Strategy and Customer Requirements Select Core Processes Understand Customer Needs Dont Assume Anything

Appoint BPR Champion Identify Process Owners Establish Executive Improvement Team Provide Training to Executive Team

Develop a Process Overview ` Clearly define the process

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Mission Scope Boundaries

Set business and customer measurements ` Understand customers expectations from the process (staff including process team)
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Communicate with all employees so that they are aware of the vision of the future Always provide information on the progress of the BPR initiative - good and bad. Demonstrate assurance that the BPR initiative is both necessary and properly managed

Develop an Improvement Plan Appoint Process Owners Simplify the Process to Reduce Process Time Remove any Bureaucracy that may hinder implementation

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Qualify/certify the process Perform periodic qualification reviews Define and eliminate process problems Evaluate the change impact on the business and on customers Benchmark the process Provide advanced team training

Failures at the Hotel leading to BPR:

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Czar (Nightclub) Dome (Rooftop Restaurant & Bar)

Popular night club in Mumbai Problems with Czar Action taken by the hotel to solve problems Result of BPR

What lead to the induction of Dome? Steps management took to chalk out Dome What was existent before Dome? How BPR helped the management of InterContinental