Question

What are the four key elements that should be considered and take place prior to the implementation of an effective business process improvement effort?

Why is process improvement such a challenge in an organization that often fails to provide the desired change and improved, sustainability in operational excellence?

In terms of self-awareness, what can a manager do to help himself and improve team performance?

Answer 1

ans 1=70 per cent of the BPR projects are unsuccessful. Biggest obstacles which reengineering encounters are- (1) Lack of sustained managerial commitment & leadership, (2) Impractical scope & expectations, (3) Resistance to Change.

The prerequisites for BPR’s success are- Top Management Commitment & Sponsorship, Pragmatic Expectations, Empowerment of workers, Strategic Context of Expansion & growth, Shared Vision, Sound Managerial Practices, Apt Persons Participating Full-Time & Adequate Budget.

ans 2=The negative preconditions pertaining to BPR are- The improper Sponsor, A ‘Do It to Me’ approach, Cost-Cutting single-mindedness, &, Narrow Technological Focus. The negative preconditions pertaining to the Organization comprise- Unsound Financial situation, Excessive Projects Under Way, Lack of Optimism, &, Acrimony Toward and By HR and IS Specialists.

ans 3=Most failures of reengineering are ascribed to the procedure being viewed & applied at a tactical level, rather than at a strategic level. There are essential strategic dimensions to Business Process Reengineering, particularly, Developing & Prioritizing goals, Defining the Process Structure & presumptions, Identifying Trade-Offs Between Procedures, Identifying New commodity & Market prospects, Coordinating the Reengineering endeavour, &, Developing a HR Strategy. Thus, the final success of Business Process Reengineering depends upon the persons who do it & on how well they can be encouraged to be creative & to apply their comprehensive know-how to the redesign of business procedures.