Business Process Re-engineering...

Business Process Re-engineering  Business process re-engineering (BPR) is a strategy of the management of an organization which focuses on the analysis and design of various business processes and flow of work within the organization. It seeks to help the organization radically to restructure its operations by focusing on the ground up design of the business processes. BPR helps the organization to rethink in fundamental way how it should do the work in order to drastically reduce operational costs, improve service to its customers, and become a world class organization.  It is also sometimes known as business process redesign, business transformation, or business process change management. BPR as an approach to radical organizational change is a relatively recent concept emerging from the two papers written by Davenport and Short (1990), and Hammer (1990). These papers gave rise to two popular books in 1993 written by (i) by Davenport , and (ii) by Hammer and Champy. The authors of these books promoted the idea that sometimes radical redesign and reorganization of the organization becomes necessary for lowering the costs and increasing the quality of service. The concept of BPR has become popular in a short period of time, promising amazing results very quickly in relation to corporate and technological change, transformation and competitive pressures. BPR strategy presumes that the business processes are set of logically related tasks performed to achieve defined business outcomes. Re-engineering of these processes emphasize a holistic focus on business objectives, and processes related to them are recreated totally rather than carrying out the optimization of the sub processes. The most notable definitions of BPR are given below. Hammer and Champy has defined BPR as ‘… the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary modern measures of performance, such as...