| Topic : Business process Modeling and Analysis |
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Posted in Community :
Business Process Reengineering
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Source : http://www.vrinsconsulting.com
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2 comments
1365 views
last activity : 07 06 2010 20:18:04 +0000
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It has become clear that Process Based change/Reengineering is now fundamental to any significant business transformation. It has become clear that many organizations could do a much better job in managing this type of initiative than they do today. Organizations which have become good at this have already gained market share, increased profits, lowered costs and improved quality. They are delivering faster, have greater flexibility and, most importantly, are rewarded by happier, loyal customers. What are the secrets of their success? They have done this by going beyond traditional BPR.
The future lies in moving form traditional practices to more analytical and result oriented approach. This is what lies for BPR in future, making it more predictable...
Now the dynamics are different. Business agility is the latest fashion. That requires technology to be infinitely reconfigurable, but also highly organized at the infrastructure level to have a chance of working. As business applications try go the Web 2.0 route, surely BPR vendors should be working to support customers via best practices and benchmarked processes. Yet a severe lack of consulting skills in the space, along with an endemic disregard for customers leaves many BPR buyers with complex repository and rules management systems that they have no idea how to configure and use properly. Business agility will drive the next wave of change, and BPR could become a key component in that mix, but only if our industry learns the lessons of history, and works with customers to fully maximize their BPR investments -- supporting them long before and after the Purchase Order is cut.
Another conversation today and another data point to contribute to my growing belief that large enterprises are now re-embracing re-engineering. It seems that there is only so much streamlining you can do until you reach a point where you need to completely rethink a situation. That point is being reached by more and more large organizations, and radical change is now appearing on the agenda, for banks, insurance companies, and manufacturing firms globally.
Now the question is How moving from traditional BPR to more result oriented BPR was done, and was it helpful?
I think it has helped a lot, They have developed aligned business, process, technology and human strategies prior to conducting specific projects.They excel in the project and commitment management. They have learned how to implement synchronized and time-phased business solutions.They focus strongly on communications and human change management at all levels of the organization. They balance their understanding of the current with the design for the future. They deliver early and often. They manage politics relentlessly. They do not confuse systems development with BPR. So don't you think this is where the future lies? We have redefine the process as a whole. No doubt BPR has given us a lot but in future we have to develop our own BPR to maximum benefits.
The future lies in moving form traditional practices to more analytical and result oriented approach. This is what lies for BPR in future, making it more predictable...
Now the dynamics are different. Business agility is the latest fashion. That requires technology to be infinitely reconfigurable, but also highly organized at the infrastructure level to have a chance of working. As business applications try go the Web 2.0 route, surely BPR vendors should be working to support customers via best practices and benchmarked processes. Yet a severe lack of consulting skills in the space, along with an endemic disregard for customers leaves many BPR buyers with complex repository and rules management systems that they have no idea how to configure and use properly. Business agility will drive the next wave of change, and BPR could become a key component in that mix, but only if our industry learns the lessons of history, and works with customers to fully maximize their BPR investments -- supporting them long before and after the Purchase Order is cut.
Another conversation today and another data point to contribute to my growing belief that large enterprises are now re-embracing re-engineering. It seems that there is only so much streamlining you can do until you reach a point where you need to completely rethink a situation. That point is being reached by more and more large organizations, and radical change is now appearing on the agenda, for banks, insurance companies, and manufacturing firms globally.
Now the question is How moving from traditional BPR to more result oriented BPR was done, and was it helpful?
I think it has helped a lot, They have developed aligned business, process, technology and human strategies prior to conducting specific projects.They excel in the project and commitment management. They have learned how to implement synchronized and time-phased business solutions.They focus strongly on communications and human change management at all levels of the organization. They balance their understanding of the current with the design for the future. They deliver early and often. They manage politics relentlessly. They do not confuse systems development with BPR. So don't you think this is where the future lies? We have redefine the process as a whole. No doubt BPR has given us a lot but in future we have to develop our own BPR to maximum benefits.
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2 comments on "Business Process Re-Engineering Future Trends"
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Commented by
Sandeep Pandit, Marketing Manager, Pipal
| 07 02 2008 02:33:53 +0000
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Commented by
Deepak Gowda, Project Lead, Cranes Software
| 07 01 2008 08:11:07 +0000
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