BPRn

BPRn, or Business Process Reengineering Network, is a concept that emerged in the late 1990s as a response to the limitations of traditional Business Process Reengineering (BPR). BPR, introduced by Michael Hammer and James Champy in the early 1990s, advocated for radical redesign of business processes to achieve dramatic improvements in performance. However, BPRn takes a more collaborative and networked approach.

BPRn emphasizes the importance of inter-organizational processes and the role of information technology in facilitating these processes. It recognizes that many business processes are not confined to a single organization but span multiple organizations, creating a network of interconnected processes. BPRn aims to optimize these inter-organizational processes to improve overall performance and create value for all participants.

Key principles of BPRn include:

1. Network thinking: Understanding and optimizing the network of processes that span multiple organizations.

2. Information technology enablement: Leveraging IT to facilitate and improve inter-organizational processes.

3. Collaborative improvement: Encouraging collaboration and knowledge sharing among organizations to drive continuous improvement.

4. Value creation: Focusing on creating value for all participants in the network, not just the individual organizations.

BPRn is particularly relevant in today's interconnected business environment, where organizations often rely on external partners and suppliers to deliver value to customers. By adopting a BPRn approach, organizations can gain a competitive advantage by optimizing their place in the network of business processes.