The rapid and constant developments in enabling technologies and changing customer demands and sophistication over the past decade, have increased the need for process improvements.
Moreover, demonstrating relevance is crucial in today’s economy particularly as many companies are engraining “innovation” into their corporate DNA. A number of organizations have successfully undertaken business process reengineering (BPR) in its true expression, some involving radical realignment of their organization along new process lines.
Others have failed in their reengineering attempts, as many as 50-70% according to certain studies cited.1
Some thought leaders state that ‘Business Process Reengineering (BPR) is the fundamental rethinking and radical redesign of an organization’s business processes to achieve dramatic improvement in critical measures of performance such as cost, quality, service and speed – A holistic management approach that promotes business effectiveness and efficiency…’
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