Failures in BPR - Final Gaurav

8/3/2019 Failures in BPR - Final Gaurav

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` Business Process Redesign is "the analysis and

design of workflows and processes within andbetween organization. BPR is defined as The

critical analysis and radical redesign of existing

business processes to achieve breakthrough

improvements in performance measures."


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` The fundamental rethinking and radical redesignof business processes to achieve dramaticimprovements in critical contemporary measuresof performance, such as cost, quality, service, and

speed.

` BPR encompasses the envisioning of new workstrategies, the actual process design activity, and

the implementation of the change in all its complextechnological, human, and organizational


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` Following steps should be followed to implement BPR.

` Break down the CSFs into the key or critical businessprocesses & 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


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` Realisation that competitors will have advantage

in cost, speed, flexibility, quality or service

` New vision or strategy: a need to build operationalcapabilities.

` Need to re-evaluate strategic options, enter new

market or redefine products/services


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` Core operating processes are based on out-

dated assumptions/technologies.

` Strategic business objectives seemunreasonable.

` Change in market place in the form of loss of

market share and new regulations


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` 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 andrequire minimal support

` Distributors should not have to pay to use the

technology


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` 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 areno 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 tothe 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 tangibleresults within realistic timeframes);

` Lack of sponsorship;

` Wrong scope (either too narrow or too wide); Too

great (or to little) reliance on new informationtechnology and

` Lack of an effective methodology.


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Select The Process & Appoint Process Team

Understand The Current Process

Develop & Communicate Vision Of Improved Process

Identify Action Plan

Execute Plan


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` Two Crucial Tasks

Select The Process to be Reengineered

Appoint the Process Team to Lead the Reengineering

Initiative


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` Review Business Strategy and Customer

Requirements

` Select Core Processes

` Understand Customer Needs

` Dont Assume Anything


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` Appoint BPR Champion

` Identify Process Owners

` Establish Executive Improvement Team

` Provide Training to Executive Team


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` Develop a Process Overview` Clearly define the process

Mission

Scope Boundaries

` Set business and customermeasurements

`

Understand customers expectations fromthe 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 isboth necessary and properly managed


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` Develop an Improvement Plan

`

Appoint Process Owners

` Simplify the Process to Reduce Process Time

` Remove any Bureaucracy that may hinderimplementation


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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


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Failures at the Hotel leading to

BPR:

` Czar (Nightclub)

` Dome (Rooftop Restaurant & Bar)


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` Popular night club in

Mumbai

` Problems with Czar

` Action taken by the hotel to solve problems

` Result of BPR


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` What lead to the induction ofDome?

` Steps management took to chalk out Dome

` What was existent before Dome?

` How BPR helped the management ofInterContinental

Failures in BPR - Final Gaurav

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