BPR has become one of the most popular topics in organizational management, creating new ways of doing business. Many leading organizations have conducted BPR in order to improve productivity and to gain a competitive advantage. However, regardless of the number of companies involved in reengineering, the success rate of Reengineering Projects is less than 50%. Some frequently mentioned problems related to BPR include the inability to accurately predict the outcome of radical change, difficulty in capturing existing processes in a structured way, lack of creativity in process redesign, the level of costs incurred in implementing the new process, and the inability to recognize the dynamic nature of the processes. On the other hand, CPI (Continuous Process Improvement) integrates methods such as industrial engineering, systems analysis and design, socio technical design and total quality management. Continuous improvement refers to programs and initiatives that emphasize incremental improvements in work processes and outputs over an open-ended period of time. Several researchers suggest that the use of CPI techniques dramatically increases competitive advantage. Furthermore, it is particularly suggested that TQM (Total Quality Management) should be integrated with BPR. Business Renovation (BR) integrates the radical strategic method of BPR and more progressive methods of Continuous Process Improvement (CPI) with adequate IT. Process renovation is a reengineering strategy that critically examines current business practices and procedures, re-thinks them through and then redesigns the mission-critical products, processes and services. The analysis of published BPR cases suggests that Hammer’s well-known definition of BPR is too limited, as it focuses on processes and ignores other important aspects of institutions such as organizational structure, people, communication and IT (Grant, 2002). In the 1990s, BPR focused on internal benefits such as cost reduction, company downsizing and operational efficiency, which are more tactically than strategically focused. Nowadays, e-business renovation strategies focus on the processes between business partners and the applications supporting these processes. These strategies are designed to address different types of processes with the emphasis on different aspects customer relationship management, supply chain management, selling-chain management, and enterprise resource planning. By strictly pursuing a process perspective, businesses are restructured across functional and hierarchical boundaries. To accommodate these changes, organizations may need to be restructured around these new business processes. BPR driven by e-business should not be based solely on the radical redesign of intra-organizational processes, but should be extended to the entire business network (internal and external). An enhancement geared to include inter-organizational processes is called Business Network Redesign (Alt et al., 2000). Business Network Redesign (BNR) is driven by global information connectivity and e-commerce. It identifies inter organizational processes to redesign and extend the strengths of BPR to networking among business partners. An online partnership must extend far beyond presenting promotional and pre-sales activities on company Web sites. It has to drill deep into company processes in order to create totally different business models. Therefore, most companies need to re-evaluate and Web-enable core processes in order to strengthen customer service operations, streamline supply chains and reach new customers. Traditional companies are forced to change their current business models and create new ones. It must be stressed that IT applications have the strongest impact on the standardization or elimination of process variations. For that reason, BPR and IT infrastructure strategies, both of which are derived from organizational strategy, are in need of effective alignment to ensure the success of the BPR initiative. The merger of the two concepts has resulted in the latest concept: business engineering (BE). The entirety of BE lies in radical, process oriented solutions that have been greatly enhanced by IT.
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