Assume the role of consultant to a large organization that is considering business process reengineering for one of its national divisions. The organization has not undertaken this type of reengineering before and needs your help to know what to expect. Write an academic paper, meaning APA, current scholarly research, and citations and references,

QUESTION

Assume the role of consultant to a large organization that is considering business process reengineering for one of its national divisions. The organization has not undertaken this type of reengineering before and needs your help to know what to expect. Write an academic paper, meaning APA, current scholarly research, and citations and references, which may be used by the management stakeholders to understand the following:

1. Why, according to research, should the organization consider business process reengineering, meaning what advantages would business process reengineering likely give the organization?
2. What is the tested business process reengineering “process” that you as the consultant would have the organization follow?
3. Who, according to research of a typical organization, will be required from the organization according to your research into a typical organization and what roles will they play?
4. What problems, risks, failures, according to research, may result and what treatment options are needed to offset those concerns?

Note: Remember that opinion is not valuable unless it is based on academic research, i.e., current scholarly research (published in academic journals in the most recent 5 years), and the paper clearly attributes the information using citations and references.

Submission:

• Prepare a 3- to 4-page paper (not including the required title and reference pages and any appendices you may find necessary) detailing and compiling the specifics to items 1-4 above.
• Support your paper with a minimum of three current (published in the most recent five years) scholarly sources from the CSU-Global Library, in addition to any course textbooks, required or recommended readings, or lecture material you decide to use.
• Format your entire paper according to the CSU-Global Guide to Writing & APA (Links to an external site.).
• Be clear, concise, and focused. Be sure to properly organize your writing and after the title on page 2, include an introduction with a thesis and mapping for your paper; headings/subheadings for the body of your work; analysis and recommendations (if applicable); a conclusion; list of references; and any appendices.
• Submission

ANSWER

Business Process Reengineering: Advantages, Process, Stakeholder Roles, and Potential Challenges

Introduction

Business Process Reengineering (BPR) is a strategic management approach that aims to improve organizational performance by fundamentally rethinking and redesigning key business processes. As a consultant to a large organization considering BPR for one of its national divisions, this paper provides an overview of the advantages of BPR, outlines a tested BPR process, identifies the key stakeholders and their roles, and highlights potential problems, risks, and failures associated with BPR.

I. Advantages of Business Process Reengineering

According to research, several advantages can be expected when implementing BPR within an organization.

Enhanced Efficiency and Effectiveness: BPR enables organizations to streamline processes, eliminate redundancies, and enhance productivity (Mathiarasan, 2023). By eliminating non-value-added activities, organizations can achieve greater operational efficiency and deliver improved customer value.

Cost Reduction: BPR allows organizations to identify and eliminate unnecessary steps, leading to cost savings. By optimizing processes and resource allocation, BPR enables organizations to achieve cost reduction and allocate resources more effectively.

Improved Customer Satisfaction: Through BPR, organizations can align processes with customer needs, resulting in improved service quality and customer satisfaction. By reengineering processes to reduce cycle times and enhance responsiveness, organizations can create a customer-centric approach.

Agility and Adaptability: BPR enables organizations to respond swiftly to changes in the business environment (Zhou et al., 2019). By designing flexible processes, organizations can adapt to market dynamics, technological advancements, and customer preferences, ensuring long-term success and competitiveness.

Strategic Alignment: BPR allows aligning business processes with organizational goals and strategies. By reassessing processes in light of strategic objectives, organizations can ensure that their operations are optimized to support overall business goals.

II. The Tested Business Process Reengineering Process 

To guide the organization through the BPR initiative, a tested process can be followed. The most commonly adopted BPR methodology is a seven-step process, which includes the following:

Identify and prioritize processes for reengineering: Determine which processes are critical to the organization’s success and prioritize them based on potential benefits and feasibility.

Understand current processes: Map out the existing processes, including inputs, outputs, activities, and stakeholders involved. Identify bottlenecks, inefficiencies, and areas for improvement.

Define the desired future state: Envision the ideal state of the processes based on organizational goals, customer requirements, and industry best practices. Set clear objectives and metrics for success.

Redesign processes: Rethink and redesign processes from the ground up, aiming for radical improvements. Challenge existing assumptions, incorporate innovative technologies, and adopt best practices.

Develop an implementation plan: Create a detailed plan outlining the steps, timeline, resource requirements, and responsibilities for implementing the redesigned processes. Ensure buy-in from key stakeholders.

Implement and test the redesigned processes: Execute the plan, monitoring and measuring the performance of the reengineered processes. Test the redesigned processes on a small scale before full-scale implementation.

Monitor and continuously improve: Regularly evaluate the performance of the reengineered processes, gathering feedback from stakeholders. Continuously identify opportunities for further improvement and adjust the processes accordingly.

III. Stakeholder Roles in Business Process Reengineering 

Successful BPR initiatives require active involvement from various stakeholders within the organization. The following roles are typically involved:

Executive Sponsor: Senior executive responsible for providing strategic direction, securing necessary resources, and ensuring organizational support for the BPR initiative.

Project Manager: Oversees the entire BPR project, ensuring its successful execution. Responsible for coordinating activities, managing timelines, and ensuring effective communication between stakeholders.

Process Owner: The individual responsible for the overall performance and outcomes of the reengineered process. Works closely with the project team to provide process-specific knowledge and expertise.

Cross-Functional Team: Comprises individuals from various departments who contribute their expertise and insights during the BPR process. Collaborates on process analysis, redesign, and implementation.

Change Agents: Facilitate the change process by promoting the benefits of BPR, addressing resistance, and ensuring effective communication. They play a crucial role in ensuring a smooth transition.

IV. Potential Problems, Risks, and Treatment Options 

While BPR offers significant advantages, there are potential challenges and risks that organizations should be aware of. Research highlights the following concerns:

Resistance to Change: Employees may resist the radical changes associated with BPR, leading to low adoption rates and reduced effectiveness (Roberts & Grover, 2012). Effective change management strategies, such as communication, training, and employee involvement, can mitigate resistance.

Inadequate Planning and Execution: Poor planning and inadequate execution of the BPR process can lead to delays, cost overruns, and unsatisfactory outcomes. Thorough planning, resource allocation, and project management techniques are essential for successful implementation.

Lack of Stakeholder Involvement: Insufficient involvement and engagement of key stakeholders can hinder the BPR process. Early engagement, effective communication, and regular feedback loops can address this issue.

Technological Challenges: Implementing new technologies and systems may present technical challenges, such as integration issues and data migration. Comprehensive IT planning, expertise, and adequate testing are crucial to minimize these risks.

Conclusion 

Business Process Reengineering offers significant advantages to organizations, including enhanced efficiency, cost reduction, improved customer satisfaction, agility, and strategic alignment. By following a tested BPR process and ensuring active involvement of key stakeholders, organizations can successfully undertake BPR initiatives. While potential problems and risks exist, they can be mitigated through effective change management, thorough planning, stakeholder engagement, and technological expertise. By embracing BPR and addressing its challenges, organizations can achieve sustainable competitive advantage and thrive in today’s dynamic business environment.

References

Mathiarasan, K. (2023). Business Process Reengineering (BPR): Definition, Steps, Examples. Kissflow, Inc. https://kissflow.com/workflow/bpm/business-process-reengineering-bpr/ 

Roberts, N., & Grover, V. (2012). Leveraging Information Technology Infrastructure to Facilitate a Firm’s Customer Agility and Competitive. . . ResearchGate. https://doi.org/10.2307/41713863 

Zhou, J., Mavondo, F. T., & Saunders, S. G. (2019). The relationship between marketing agility and financial performance under different levels of market turbulence. Industrial Marketing Management, 83, 31–41. https://doi.org/10.1016/j.indmarman.2018.11.008