procesreengineering

Process reengineering, also called business process reengineering (BPR), is a management approach aimed at redesigning core business processes from the ground up to achieve dramatic improvements in performance measures such as cost, quality, service, and speed. Unlike incremental process improvement, reengineering seeks a radical change in how work is done, often by reorganizing workflows, roles, and information systems.

The concept gained prominence in the 1990s through Michael Hammer and James Champy, who argued that traditional organizations trapped by functional silos could not achieve substantial gains without rethinking processes end to end. Reengineering focuses on outcomes desired by customers and the processes that deliver those outcomes, rather than on optimizing individual steps.

Key principles include starting with customer needs, viewing processes across the organization rather than through departmental lenses, eliminating non-value-added activities, and using information technology as an enabler rather than a driver. It emphasizes cross-functional teams, performance-based goals, and a willingness to suspend existing structures if necessary.

Typical steps involve defining the scope and goals, mapping the current process, analyzing bottlenecks and waste, designing a new process, planning and implementing the change, training affected staff, and monitoring performance to ensure sustained benefits. Techniques used include value stream mapping, process mapping, benchmarking, and technology-enabled redesign such as ERP systems, automation, and robotic process automation.

Reengineering is most appropriate when performance is stagnant due to process design, when processes cross organizational boundaries, or when substantial technology-enabled change is feasible. It carries risks of high failure rates, cultural resistance, and disruption during transition, requiring strong leadership and change management.