Business process change involves fundamentally rethinking and redesigning workflows to achieve dramatic improvements in performance. It consists of five stages: 1) Alignment with external environment and internal needs, 2) Definition by forming a business case and gap analysis, 3) Design using models like Popit, 4) Implementation through communication, training, and systems changes, and 5) Realization by assessing benefits. Business process reengineering specifically aims for radical redesign of processes to focus on customers and dramatically reduce costs and improve competition through strategic change management.

1. BUSINESS PROCESS
CHANGE

2. PROCESS CHANGE
 It means interconnections of the members in the
organization.
 It includes all the steps how to do, what to do and
when it should be done.
 here the organization have a variety of interchanging
with the environment whereas, obtaining input from it
and generating
output from it.
 Example: Porter value chain model
 Which shows that how the functioning
of internal sub system of the
organization to contribute overall
capability to add value

3. BUSINESS CHANGE LIFECYCLE…
 The business lifecycle provides a framework for
assessing the key stages involved in understanding a
business change project.
 It provides a framework from which different process
change methodologies can operate
 It consists of five stages and it is cycle that means if
you reached the end of it you start back at the very
beginning and repeat this .
 It ensures that the business is constantly appraising
itself against the external environment to remain
relevant and in touch with the market

5. 1.ALIGNMENT
 External environment
Business needs to align with the external environment so as to grab
the first mover advantage . For this they need analyze :-
 Customer habits
 PESTLE
 Porter’s five forces
 Bottom up change
 It states that any organization who wants to bring a change
should look out to change the internal environment as well .
 But the change in internal organization should be brought
consciously with careful planning .
 Employees view point must be considered while bringing any
change.

6. 2. DEFINITION
 Forming the business case
 once there is need for change , a project team is
established to explore and evaluate the desired
outcome of the project .
 The evaluation will include the gap analysis tool.
 Gap analysis
 Under this the project team assess the organisation’s
current position & the processes.
 This help the team to analyse the type of change to be
implemented successfully in the organisation.
 Gap analysis gives particular consideration to the
organisation’s core resources .

7.  Need a holistic view
 understand all the different aspects of the business change
 As most of the biz. Change will effect more than one area of
the organisation .
 Contents of the business case
 Includes the proposal of the change
 Supporting recommendation
 Associated cost of change
 Benefit of the change
 Sets the improved objective which the desired change will
bring
 Appoints benefit owner who assess the benefits of change
and he is the one who is closely connected with the project

8. 3.DESIGN.
Popit model:
 This model focuses on 4 interrelated areas when
undertaking a business change.
 Some analysts argues that project team focuses on too
much change on processes and information and
technological aspects of biz. Change
 And ignore the impact the change has over people and
the organization

10. 4. IMPLEMENTATION
 Force field analysis
 Identify driving and restraining forces
 Work upon it
 Communication
 Highlights the benefits of change
 Communication need to be of professional nature
 Rewards
 Give incentives to the staff
 Flexible work conditions
 Training
 One to one session for training of new processes
 Technical training in case of IT

11.  Systems
 Testing of the system
 change Structure
5. REALISATION
 Benefit owner
 assess the benefits of the change by evaluating the
performance whether the desired performance is
achieved or not
 Adoption of Key performance indicators and balanced
scoreboard

12.  Financial and non- financial benefits
 Assess whether there is any profit after the business
process change
 Using ROI , payback period , NPV
 Holistic approach
 Need to review the benefits whether positive or
negative
 Each stakeholder is benefitted

14. MEANING
 BPR involves the examination and redesign of business
processes and workflows in the organisation.
 It is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements
in critical contemporary measures of performance , such
as cost , quality , service and speed .
 Key terms are :
 Fundamental and radical - it states that BPR assumes
nothing , and it starts by asking basic questions without
assuming anything for the past , like “why we do ? , what
we do?”
 Dramatic – there must be quantum leap in performance ,
and not just a marginal , incremental performance
 Process - work flows in the company

15. PRINCIPLES OF BPR
 Market driven process designed to achieve customer
focused outcome , & not just focusing on tasks.
 Identify all the organisation’s process and prioritize them in
order of redesign urgency .
 Integrating information processing work into the real work that
produces the information.
 Treat geographically dispersed resources as though they
were centralised .
 Link parallel activities in the workflow instead of just
integrating their results .
 Workpeople should be self-managing
 Information should be captured once and at the source

16. BPR METHODOLGY

18. AFTER BPR

19.  BPR focuses on 4 C’s
i.e.
 customer – main focus
 Cost - aims at
reducing costs by
minimizing activities
 Competition –taking first
mover advantage
 Change - to manage
it strategically
 Aims at maintaining long
term profits
 In some cases the
efficiency of one
department is improved ,
at the cost of the other.
 Resistance from the staff
ADVANTAGES OF BPR DISADVANTAGE OF BPR