People Involved in BPR

1
People Involved in BPR

• Leader
• Process Owner
• Reengineering Team
• Steering Committee
• Reengineering Czar

2
Leader

• A senior executive with enough clout
• Self-nominated and self-appointed role
• Acts as visionary and motivator
• Appoints senior managers as owners of business
  processes
• Creates new vision
• Supports the owners and reengineering team
• Demonstrates leadership through signals, symbols
  and systems

3
Process Owner

• A senior-level manager
• Assembles a BPR team
• Obtains the resources

4
Reengineering Team

• Five to ten people
• Insiders and outsiders
• Cohabitation
• A team captain -- first among equals
• Each team member commits at least 75 of his/her
  time to BPR
• Team performance the most important measure of
  individual performance

5
Steering Committee

• A collection of senior managers, including
  process owners, who plan an organization's
  overall reengineering strategy
• Chaired by the leader
• Decides order of priority among reengineering
  projects
• Allocation of resources
• Process owners and BPR team seek their support in
  times of trouble

6
Reengineering Czar

• Leader's chief of staff for reengineering
• Manages reengineering effort across the whole
  organization
• Can help select insiders and direct to outsiders
• Develops reengineering infrastructure
• Anticipates infrastructure needs (human
  resources, management systems, information
  technology) and meet them even before they arise
• Czar not the controlling type he is not in charge

7
Reengineering a Business Process

• Develop a process map
• Identify business processes
• Determine process boundaries 
• Assess strategic relevance of each process
• Qualify the culture and politics of each process

8
Reengineering a Business Process

• Determine health of each process
• Extensive information exchange, data redundancy,
  and rekeying
• Inventory buffers
• High ratio of checking and control to
  value-adding
• Rework and iteration
• Complexity, exceptions, and special cases.

9
Reengineering a Business Process

• Develop a case for action
• Why should we reengineer?
• Concise, comprehensive, and compelling
• A dramatic persuasive argument, supported by
  evidence
• Loss of competitive advantage, erosion of its
  profit margins, outright failure

10
The Case for Action

• A Case for Action documents the business reasons
  for change and provides a compelling case for the
  BPE
• It communicates the magnitude of change required
  to
• Remain in business
• Become or continue to be competitive
• Become a market leader
• Achieve a business vision

11
Case for Action

• Has five elements
• Business Context
• Business Problem
• Marketplace Demands
• Diagnostics
• Cost of inaction

12
Characteristics of a Good Case for Action

• Clear
• Concise
• Indisputable
• Explains why drastic change is necessary
• Strikes fear, hits an emotional chord

13
How to Develop a Case for Action

• A Case for Action should have a customer focus
• Possible Questions
• Why are we losing market share?
• Why are we not competitive?
• Why cant we realize our business vision?

14
Things to Consider for the Case for Action

• Problems and symptoms of distress
• Business performance objectives
• Consequences of status quo
• Competitors
• Changes in the environment
• Demographics
• Dumb stuff that happens

15
Possible Sources of Information

• Annual reports
• Financial statements
• Customer surveys
• Customer report cards
• Focus groups
• Market research
• Benchmarking studies