Strategic perspective to business process redesign

Abstract

Several world‐class companies have re‐designed or re‐engineered – their business processes with considerable success. However, failure rates of some 70 per cent have been reported in BPR projects. This may be due to focusing on operational and implementation issues, bypassing strategic aspects. Recognizes three perspectives to business process redesign prevailing in recent literature. The first sees information technology as enabler, improving the operative efficiency of processes. The second observes the potential of business processes in the redesign of organization. The third, and least emphasized perspective, calls for business processes as units of strategic planning and therefore acknowledges the need to define them as carriers of strategic capabilities. Illustrates these three perspectives with a case of redesigned industrial delivery processes. Finally, discusses the impacts of the strategic perspective on the successful implementation of BPR.

Citation

Tinnilä, M. (1995), "Strategic perspective to business process redesign", Business Process Re-engineering & Management Journal, Vol. 1 No. 1, pp. 44-59. https://doi.org/10.1108/14637159510798202