Business Process Redesign – When to Use It

As companies grow and establish themselves, over time they will develop a series of processes specific to their core business. This group of processes defines the company and how it executes their operations. It becomes almost predictable. These processes may be well-suited for everyday activities, and may even be sufficient to withstand the changes in the markets in which they operate, although in the end they will outperform their competitors and the market. That is, if they do not adapt and rapidly adapt to these perpetual and continuous changes. When they start the organization, they begin to see that they are no longer operating as efficiently as they did.

In order for an organization to be competitive or to take the lead in the market in which they operate, it is essential to analyze the foundation on which it is built and whether it still fits in well with the current landscape in which it exists. They may need to be reviewed, analyzed and rebuilt as the methods developed and often extended during their existence lose their effectiveness.

This is where business process redesign – often abbreviated as BPR – begins. It is an analytical thinking that helps to understand and see how the processes that the company has built can be optimized. In other words, optimizing them for today’s market conditions and clearly tomorrow’s conditions. While some people tend to call this effort an improvement on business processes, if it is to be truly effective, redesign is a dramatic technology rather than an improvement on existing processes; It is a complete redesign. This comprehensive and effective exercise identifies and analyzes the basic processes, the goals, services and products that seek to achieve them, and the customers and stakeholders. It will then rearrange the business process to areas of this focus.

The analysis is usually done on a wide and wide range of processes, very well all the processes in the enterprise. The reason for doing so is that the exercise aims to greatly enhance the company’s existence by incorporating changes that eliminate inefficiency from the entire process group, that is, from the aggregate. This will lead to more impactful results when assuming an approach of parallel processes. The real and main benefit of the whole business is that by applying a broader and more holistic vision, the differences will be greater than optimizing each process individually.

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