Organizational Process Reengineering (BPR) Task

An Organizational Process Reengineering (BPR) Task is an organizational change process that can be used to create improved organizational processes (that support organizational effectiveness enhancement tasks).

• AKA: Business Process Redesign Task, Business Process Reengineering Task, Business Process Engineering Task, Organizational Process Redesign Task, Business Transformation Task, Business Process Change Management Task.
• Context:
  • It can typically involve Organizational Business Process Modeling to create and refine organizational business process models.
  • It can typically require Organizational Process Analysis to identify organizational process inefficiencys and organizational process bottlenecks.
  • It can typically employ Organizational Process Redesign Methodology to fundamentally rethink organizational workflows.
  • It can typically aim for Organizational Process Performance Improvement through organizational process simplification and organizational process standardization.
  • It can typically support Task Automation Tasks by identifying manual process automation opportunitys.
  • It can often follow an Organizational Process Reengineering Pattern based on organizational reengineering best practices.
  • It can often leverage Organizational Process Technology Enablement to implement organizational process automation opportunitys.
  • It can often incorporate Organizational Process Measurement Systems to evaluate organizational process improvement results.
  • It can often involve Organizational Stakeholder Engagement to manage organizational change resistance.
  • It can often connect to Organizational Capability Management Tasks to enhance organizational capability development.
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  • It can range from being a Tactical Organizational Process Reengineering Task to being a Strategic Organizational Process Reengineering Task, depending on its organizational process reengineering scope.
  • It can range from being an Incremental Organizational Process Reengineering Task to being a Radical Organizational Process Reengineering Task, depending on its organizational process reengineering intensity.
  • It can range from being a Functional Organizational Process Reengineering Task to being a Cross-Functional Organizational Process Reengineering Task, depending on its organizational process reengineering boundary.
  • It can range from being a Technology-Driven Organizational Process Reengineering Task to being a People-Driven Organizational Process Reengineering Task, depending on its organizational process reengineering approach.
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• Examples:
  • Organizational Process Reengineering Task Outcomes, such as:
    • Organizational Process Outsourcing Tasks, such as:
      • IT Support Organizational Process Outsourcing Task for organizational IT maintenance cost reduction.
      • Customer Service Organizational Process Outsourcing Task for organizational customer support scalability.
      • Manufacturing Organizational Process Outsourcing Task for organizational production capacity increase.
    • Organizational Process Automation Tasks, such as:
      • Robotic Process Automation Organizational Task for organizational repetitive task elimination.
      • Workflow Automation Organizational Task for organizational process consistency enhancement.
      • Decision Automation Organizational Task for organizational decision-making acceleration.
    • Organizational Process Simplification Tasks, such as:
      • Approval Process Organizational Simplification Task for organizational decision bottleneck removal.
      • Documentation Organizational Simplification Task for organizational paperwork reduction.
      • Customer Interaction Organizational Simplification Task for organizational customer experience enhancement.
  • Organizational Process Reengineering Task Approaches, such as:
    • Clean Slate Organizational Process Reengineering Approach for organizational legacy constraint elimination.
    • Value Stream Organizational Process Reengineering Approach for organizational waste reduction.
    • Customer-Centric Organizational Process Reengineering Approach for organizational customer satisfaction improvement.
    • Digital Transformation Organizational Process Reengineering Approach for organizational digital capability enhancement.
  • Organizational Process Reengineering Task Domains, such as:
    • Order-to-Cash Organizational Process Reengineering Task for organizational revenue cycle optimization.
    • Industrial Process Organizational Reengineering Task for organizational manufacturing efficiency improvement.
    • Business Analysis Organizational Process Reengineering Task for organizational decision support enhancement.
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• Counter-Examples:
  • Organizational Process Stopping Task, which eliminates organizational processes rather than improving them.
  • Organizational Product Roadmapping Task, which plans product development rather than redesigning organizational processes.
  • Organizational Continuous Improvement Initiative, which makes incremental refinements to existing organizational processes rather than fundamental redesigns.
  • Organizational Restructure, which modifies organizational reporting relationships and hierarchical structures rather than primarily focusing on organizational processes.
  • Organizational Policy Change, which alters organizational rules without necessarily changing how organizational processes function.
• See: Organizational Design Task, Organizational Analysis Task, Business Process Management (BPM) Task, Organizational Strategic Management, Organizational Workflow, Organizational Operational Costs, Organizational Change Management, Organizational Process Model, Organizational Innovation Process, Business Process Automation (BPA) Task, Organizational Decision-Making Act, Organizational Strategy Management Process.

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References

2015

• (Wikipedia, 2015) ⇒ http://en.wikipedia.org/wiki/business_process_reengineering Retrieved:2015-6-21.
  • Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.

    BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of subprocesses.

    Business process re-engineering is also known as business process redesign, business transformation, or business process change management.

1999

• (Malone et al., 1999) ⇒ Thomas W. Malone, Kevin Crowston, Jintae Lee, Brian Pentland, Chrysanthos Dellarocas, George Wyner, John Quimby, Charles S. Osborn, Abraham Bernstein, George Herman, Mark Klein, and Elissa O'Donnell. (1999). “Tools for Inventing Organizations: Toward a Handbook of Organizational Processes.” In: Management Science, 45(3). doi:10.1287/mnsc.45.3.425
  • QUOTE: This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management.

1990

• (Hammer, 1990) ⇒ Michael Hammer. (1990). “Reengineering Work: Don't Automate, Obliterate.” In: Harvard business review, 68(4).
  • QUOTE: Despite a decade or more of restructuring and downsizing, many U.S. companies are still unprepared to operate in the 1990s. In a time of rapidly changing technologies and ever-shorter product life cycles, product development often proceeds at a glacial pace. …

    … Reengineering cannot be planned meticulously and accomplished in small and cautious steps. … Enough businesses have successfully reengineered their processes to provide some rules of thumb for others.

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