Business Process Reengineering
"Reengineering is not about making minor improvements - it’s about reinventing how
work is done to achieve breakthrough results."
Business Process Reengineering
"Reengineering is not about making minor improvements - it’s about reinventing how
work is done to achieve breakthrough results."
Business
Process
Reengineering
"Reengineering is not about making minor improvements - it’s about reinventing how
work is done to achieve breakthrough results."
Business
Process
Reengineering
"Reengineering is not about making minor improvements - it’s about reinventing how
work is done to achieve breakthrough results."
Business
Process
Reengineering
"Reengineering is not about making minor improvements - it’s about reinventing how
work is done to achieve breakthrough results."
Building Corporations for the Future
BPR is fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed.
Reengineering does not mean making incremental changes that leave basic structure intact. It means abandoning long established procedures & looking afresh at work required to create company’s products or services and deliver value to customers. It involves going back to the beginning and inventing better way of doing work. Companies and their employees must unlearn many of the principles and techniques that brought them success for so long.
It is not the products or services, but the processes that create them bring companies long-term success. Products have a limited lifespan, and even the best become obsolete.
It is not the products or services, but the processes that create them bring companies long-term success. Products have a limited lifespan, and even the best become obsolete.
Need for BPR
Need for BPR
1
1
Companies that are in deep trouble facing product failure, cost rise, customer dissatisfaction etc.
1
Companies that are in deep trouble facing product failure, cost rise, customer dissatisfaction etc.
2
2
Companies that has the foresight to see trouble coming either from competitors or internal inefficiencies.
2
Companies that has the foresight to see trouble coming either from competitors or internal inefficiencies.
3
3
Companies that are not in difficulty either now or on the horizon, but their management are ambitious & aggressive to come up with something better.
3
Companies that are not in difficulty either now or on the horizon, but their management are ambitious & aggressive to come up with something better.
Benefits of BPR
Benefits of BPR
Teams That Deliver Real Value
Teams That Deliver Real Value
With reengineering, individual is assigned a process or sub process which itself has the capability to deliver value even if this does not result into final product. By removing unnecessary handovers, employees can focus on meaningful work that drives results.
With reengineering, individual is assigned a process or sub process which itself has the capability to deliver value even if this does not result into final product. By removing unnecessary handovers, employees can focus on meaningful work that drives results.
Smart Optimization of Resources
Smart Optimization of Resources
A reengineered process reduces costs and saves time by leveraging disruptive technology and optimizing manpower. Even with fewer resources, it accelerates execution and minimizes turnaround time.
A reengineered process reduces costs and saves time by leveraging disruptive technology and optimizing manpower. Even with fewer resources, it accelerates execution and minimizes turnaround time.
Redesign of Broken Processes
Redesign of Broken Processes
BPR eliminates redundant, outdated, or fragmented processes that slow down operations to reinvent the processes again. This removes all repetitive tasks like rework, iteration, rechecking and unnecessary approvals.
BPR eliminates redundant, outdated, or fragmented processes that slow down operations to reinvent the processes again. This removes all repetitive tasks like rework, iteration, rechecking and unnecessary approvals.
Sustainable Competitive Advantage
Sustainable Competitive Advantage
Businesses gain an edge by continuously refining their processes. BPR helps to enhance product and service quality, increase customer satisfaction and reduce operational cost – keeping the company ahead of the curve.
Businesses gain an edge by continuously refining their processes. BPR helps to enhance product and service quality, increase customer satisfaction and reduce operational cost – keeping the company ahead of the curve.
Quick Adaptability
Quick Adaptability
A company that has undergone BPR is more agile and resilient. They can quickly respond to market shifts, customer expectations, and new business opportunities with confidence and ease.
A company that has undergone BPR is more agile and resilient. They can quickly respond to market shifts, customer expectations, and new business opportunities with confidence and ease.
Reengineering Squad
Reengineering Squad
Chief Process
Officer
Reengineering
Team
Reengineering
Czars
Chief Process
Officer
Reengineering
Team
Reengineering
Czars
Chief Process
Officer
Reengineering
Team
Reengineering
Czars
Chief Process Officer
A process expert leading the reengineering initiative, responsible for articulating a vision of the kind of organisation one want’s to create and invests everyone in the company with a purpose and a sense of mission. The CPO identifies key processes for reengineering and designates teams to drive transformation.
01
Reengineering Team
A cross-functional group of experts from various domains responsible for redesigning the process and its implementation. They reenvision a company and invent a new way of doing work and create process maps to show how the work flows through the organization.
02
Reengineering Czars
A specialized team of tech-savvy professionals developing and managing the technological framework essential for BPR. They collaborate with chief process officers and reengineering teams, ensuring seamless coordination of all ongoing reengineering efforts. They also design advanced reengineering techniques and tools to achieve synergy across projects.
03
Chief Process Officer
A process expert leading the reengineering initiative, responsible for articulating a vision of the kind of organisation one want’s to create and invests everyone in the company with a purpose and a sense of mission. The CPO identifies key processes for reengineering and designates teams to drive transformation.
01
Reengineering Team
A cross-functional group of experts from various domains responsible for redesigning the process and its implementation. They reenvision a company and invent a new way of doing work and create process maps to show how the work flows through the organization.
02
Reengineering Czars
A specialized team of tech-savvy professionals developing and managing the technological framework essential for BPR. They collaborate with chief process officers and reengineering teams, ensuring seamless coordination of all ongoing reengineering efforts. They also design advanced reengineering techniques and tools to achieve synergy across projects.
03
Chief Process Officer
A process expert leading the reengineering initiative, responsible for articulating a vision of the kind of organisation one want’s to create and invests everyone in the company with a purpose and a sense of mission. The CPO identifies key processes for reengineering and designates teams to drive transformation.
01
Reengineering Team
A cross-functional group of experts from various domains responsible for redesigning the process and its implementation. They reenvision a company and invent a new way of doing work and create process maps to show how the work flows through the organization.
02
Reengineering Czars
A specialized team of tech-savvy professionals developing and managing the technological framework essential for BPR. They collaborate with chief process officers and reengineering teams, ensuring seamless coordination of all ongoing reengineering efforts. They also design advanced reengineering techniques and tools to achieve synergy across projects.
03
How We Execute
Assembling of Team
We form a professional expert team who bring diverse perspectives to the table. The CPO identifies processes requiring reengineering based on dysfunction, importance and feasibility. Thereafter, the processes are prioritized for redesign in a structured sequence.
Understanding Current Process
We gain high-level view of existing process under reengineering. Our reengineering team begins from the customer’s perspective—analysing real requirements, problems or challenges before expanding the assessment to other key perspectives.
Call for Action & Vision Statement
Call for action clearly articulates why reengineering is necessary. It describes the drawback of the existing process in terms of lost customers, increased costs, reduced efficiency, etc. A vision statement defines the end goal—what the company aspires to achieve through the reengineering effort.
Redefining Benchmark
Rather than limiting innovation to industry specific, the team benchmarks against leading companies across different industries to help break conventional patterns and inspire fresh approach. However, benchmarking is just a reference; not an endpoint— team can create new, world class benchmarks with their unique ideas.
Redesign Sessions
With traditional assumptions set aside, the team engages in creative brainstorming sessions to develop a new process. It encourages out-of-the-box thinking, ensuring that the redesigned process is not just an incremental improvement but a breakthrough transformation to enhance efficiency and optimize outcome.
Development of Technology Stack
Technology plays a crucial role in BPR. The reengineered process is supported by cutting-edge tools that create new ways of working, enhance productivity, and improve scalability. A well-integrated tech stack ensures that process innovations are sustainable and future ready.
Process Maps
The final step involves creating process maps that illustrate the new workflow in its entirety. These maps are tested in real-world scenarios to identify potential gaps. Continuous monitoring and iterative refinements ensure that the redesigned process delivers the intended benefits.
Assembling of Team
We form a professional expert team who bring diverse perspectives to the table. The CPO identifies processes requiring reengineering based on dysfunction, importance and feasibility. Thereafter, the processes are prioritized for redesign in a structured sequence.
Understanding Current Process
We gain high-level view of existing process under reengineering. Our reengineering team begins from the customer’s perspective—analysing real requirements, problems or challenges before expanding the assessment to other key perspectives.
Call for Action & Vision Statement
Call for action clearly articulates why reengineering is necessary. It describes the drawback of the existing process in terms of lost customers, increased costs, reduced efficiency, etc. A vision statement defines the end goal—what the company aspires to achieve through the reengineering effort.
Redefining Benchmark
Rather than limiting innovation to industry specific, the team benchmarks against leading companies across different industries to help break conventional patterns and inspire fresh approach. However, benchmarking is just a reference; not an endpoint— team can create new, world class benchmarks with their unique ideas.
Redesign Sessions
With traditional assumptions set aside, the team engages in creative brainstorming sessions to develop a new process. It encourages out-of-the-box thinking, ensuring that the redesigned process is not just an incremental improvement but a breakthrough transformation to enhance efficiency and optimize outcome.
Development of Technology Stack
Technology plays a crucial role in BPR. The reengineered process is supported by cutting-edge tools that create new ways of working, enhance productivity, and improve scalability. A well-integrated tech stack ensures that process innovations are sustainable and future ready.
Process Maps
The final step involves creating process maps that illustrate the new workflow in its entirety. These maps are tested in real-world scenarios to identify potential gaps. Continuous monitoring and iterative refinements ensure that the redesigned process delivers the intended benefits.
Assignment of the A-Team
The assignment of a professional team consists of experts from various fields. The team understands and analyzes the requirements of the client, working closely to ensure effective execution of the project.
Assignment of the A-Team
The assignment of a professional team consists of experts from various fields. The team understands and analyzes the requirements of the client, working closely to ensure effective execution of the project.
Diagnosis of the current system
We conduct a detailed analysis of the existing systems and provide a diagnosis report to the client. This report highlights both the strengths and weaknesses of the current infrastructure, enabling informed decision-making.
Diagnosis of the current system
We conduct a detailed analysis of the existing systems and provide a diagnosis report to the client. This report highlights both the strengths and weaknesses of the current infrastructure, enabling informed decision-making.
Preparation of a problem-solution report
A comprehensive report is prepared that outlines the issues within the current system and presents effective solutions through the adoption of a new system. It also assesses both financial...
Preparation of a problem-solution report
A comprehensive report is prepared that outlines the issues within the current system and presents effective solutions through the adoption of a new system. It also assesses both financial...
Blueprint of the benchmark system
The blueprint for the benchmark system is developed to illustrate how the new solution will function. This document includes a complete layout of the proposed solution,...
Blueprint of the benchmark system
The blueprint for the benchmark system is developed to illustrate how the new solution will function. This document includes a complete layout of the proposed solution,...
Development of the tech stack
Technology plays a crucial role in business process reengineering (BPR) as it allows us to systematize and streamline all business processes. By leveraging technology, we identify and automate...
Development of the tech stack
Technology plays a crucial role in business process reengineering (BPR) as it allows us to systematize and streamline all business processes. By leveraging technology, we identify and automate...
Implementation of benchmark system
Once all components of BPR are ready, we bring them together into a unified solution, ensuring smooth implementation with minimal disruptions during this critical phase.
Implementation of benchmark system
Once all components of BPR are ready, we bring them together into a unified solution, ensuring smooth implementation with minimal disruptions during this critical phase.
Monitoring
Effective monitoring is essential to guarantee the successful implementation of the benchmark solution. Our team continuously observes the new system to ensure it operates correctly...
Monitoring
Effective monitoring is essential to guarantee the successful implementation of the benchmark solution. Our team continuously observes the new system to ensure it operates correctly...
Performance measurement
We conduct performance comparisons to evaluate the return on investment from the new solution. Our team continuously monitors the system to identify and eliminate roadblocks to ensure the production of desired results.
Performance measurement
We conduct performance comparisons to evaluate the return on investment from the new solution. Our team continuously monitors the system to identify and eliminate roadblocks to ensure the production of desired results.
Feedback improvement
Perfection is not a point; it is a process. Guided by this principle, we actively seek feedback from users to enhance the deployed system, ensuring we remain at the forefront of innovation.
Feedback improvement
Perfection is not a point; it is a process. Guided by this principle, we actively seek feedback from users to enhance the deployed system, ensuring we remain at the forefront of innovation.
How We Execute
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Complementary Services to BPR
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According to a Deloitte study on “Humanizing Productivity and Performance,” no single factor has …
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In today’s business environment, automation isn’t just an advantage;
it’s a necessity…
Learn more
Standard Operating Procedures
Building successful products is essential for any business…
Learn more
Objectives and Key Results (OKRs)
According to a Deloitte study on “Humanizing Productivity and Performance,” no single factor has …
Learn more
Business Process Automation
In today’s business environment, automation isn’t just an advantage;
it’s a necessity…
Learn more
Standard Operating Procedures
Building successful products is essential for any business…
Learn more
Objectives and Key Results (OKRs)
According to a Deloitte study on “Humanizing Productivity and Performance,” no single factor has …
Learn more
Business Process Automation
In today’s business environment, automation isn’t just an advantage;
it’s a necessity…
Learn more
Standard Operating Procedures
Building successful products is essential for any business…
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