This document discusses how business process reengineering changes the way work is organized and performed. It summarizes that under business process reengineering: 1) Work units change from functional departments to cross-functional process teams collectively responsible for completing an entire process. 2) Jobs change from simple tasks to multi-dimensional work and focus more on value-added work and less on unproductive work. 3) People's roles change from being controlled to empowered with more authority to make decisions to complete process work. Managers become coaches who develop people's skills. 4) The organization changes from a hierarchical structure to a flatter structure with fewer management layers. Performance measures shift from activity-based to result-

1. BUSINESS PROCESS
REENGINEERING
Muhammad Asif Qureshi

2. THE NEW WORLD OF
WORK

3. Work Units Change
• From Functional departments to Process teams
• Process Team – unit that naturally falls together
to complete a whole piece of work – a process.
• Kodak – project team to design a new camera.
• IBM Credit – Each individual can shepherd an
entire deal.

4. Jobs Change
• From simple tasks to multi-dimensional work
• Process team workers are collectively
responsible for the process result.
• IBM Credit – Multidimensional work by
generalists.
• Kodak – Lens designer in context of camera.

5. Jobs Change
• Unproductive work
– Checking
– Reconciling
– Waiting
– Monitoring
– Tracking

6. Jobs Change
• Value-added work
• Contribution to company
• Highly compensated
• Raising the bar for entry into the workforce.

7. People’s Role Change
• From controlled to empowered
• Authority to make decisions to complete the
process work.
• IBM Credit & Kodak – Intrusive supervisors
and managers have no place.
• Self-directing teams.

8. People’s Role Change
• Character
– Self-starting?
– Self-disciplined?
– Motivated?

9. Job Preparation Changes
• From Training to Education
• Emphasis shifted from “how” to “why”
• Colgate-Palmolive: Hiring 150 from 3000
candidates.
• Continued education to focus on changing
environment.

10. Focus of Performance measures and
Compensation shifts
• From Activity to Results
• Paid for their time?
• Paid for value
• Compensated accordingly.

11. Advancement Criteria Change
• From Performance to Ability
• Change; not reward

12. Values Change
• From Protective to Productive
• Work for their customers; not bosses.

13. Values Change
• My boss pays my salary: For all the talk about
serving customers, the real objective is to keep
the boss happy.
• I’m just a cog in the wheel: My best strategy is to
keep my head down and not make waves.
• The more direct reports I have , the more
important I am: The one with the biggest empire
wins.
• Tomorrow will be just like today: It always has
been.

14. Values Change
• Customers pay all our salaries: I must do
what it takes to please them.
• Every job in this company is essential and
important: I do make a difference.
• Showing up is no accomplishment: I get paid
for the value I create.
• The buck stops here: I must accept ownership
of problems and get them solved.

15. Values Change
• I belong to a team: We fail or we succeed
together.
• Nobody knows what tomorrow holds:
Constant learning is part of my job.

16. Managers Change
• From Supervisors to Coaches
• Development of people and their skills.
• Managers as mentors.

17. Organizational Structures Change
• From Hierarchical to Flat
• Management layers not required

18. Executives Change
• From Scorekeepers to Leaders

19. The Business System Diamond

20. Conclusion
• Replacing the diamond.

21. QUESTIONS?