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PROCESS-ORIENTED
FUNCTIONAL
FOCUS ON Remit Value chain
PROCEDURE Complex Lean
ORGANIZATION Hierarchical Level
ORIENTED TOWARDS Senior management Clients
ENVIRONMENT Responsibilities are divided up Holistic
WORKING METHOD Individual Teamwork
EMPLOYEES Directed from outside Autonomous
CULTURE Control Trust
FUNCTIONAL VS. PROCESS-ORIENTED
BPR Aim to transform a business from being purely functional to becoming process-oriented
Process
Deployment
Organize
for BPR
Process
Redesign
Process
Diagnosis
BPR PHASES
ORGANIZE FOR BPR
Create Business process map
Prioritize areas for improvement
Establish Process Ownership
Form BPR team
Initiate Project
PROCESS DIAGNOSIS
Determine customer requirements
Determine and document current process
Rate the process
PROCESS DEPLOYMENT
Implement Process Improvement Plan
Measure Results
Obtain customer feedback
Do it all over again
PROCESS REDESIGN
Benchmark the process
Develop solutions to close gaps
Get Buy-ins
Develop Improvement Plans
STAGES OF BPR
VISION
Define corporate vision and
business goals
IDENTIFICATION
Identify business processes to
be reengineered
ANALYSIS
Analyze and measure
existing process
REDESIGN
Identify possible IT applications and
design alternative processes
EVALUATE
Evaluate and select
reengineered processes
IMPLEMENT
Implement the
reengineered process
OPTIMIZE
Continuously develop and
improve the new process
Function specific projects Core business processes Primary value chain Extended value chain
Improve
process
efficiency
Leverage
Best practices
Optimize value
chains
Redefine value
Process Definition
“Value Capture”
Process Improvement
“Value Expansion”
Business Process
Redesign
Enterprise
Transformation
BREADTH OF CHANGE
OBJECTIVES
TACTICAL
• Content focused
• Known opportunities
• Proof of concept
• ROI justification
VALUE OPTIMIZATION
• Business case focused
• Value chain prioritization
• Program expansion
• Benefit realization
STRATEGIC
• Innovation focus
• Enterprise value optimization
• Program integration
BPR SERVICE
LEVELS
CHANGE MANAGEMENT CURVE
Shock, denial
Anger, fear
Acceptance
Commitment
IMPACT
POSITIVE
NEGATIVE
STAGE 01 STAGE 02 STAGE 03 STAGE 04
STATUS QUO DISRUPTION EXPLORATION REBUILDING
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You_Exec_-_Business_Process_Re-engineering_Free.pptx

  • 1. Share this presentation with colleagues and friends by using your Make sure you log in first to get rewarded as your friends join. Sharing dashboard You Exec provides business resources that move your career forward. Access our full library of presentations, spreadsheet models, and business book summaries. We do the work, you take the credit. Errors & Omissions Liability (E&O): You Exec makes no guarantee that the statements, analysis, projections, estimates, graphs, reports, numbers, and any derivatives sourced from this presentation are free of errors and omissions. You Exec assumes no liability for erroneous outcomes derived from this presentation. Please do not resell this presentation. For a commercial or group license, please visit Unlimited and schedule a demo.
  • 2. PROCESS-ORIENTED FUNCTIONAL FOCUS ON Remit Value chain PROCEDURE Complex Lean ORGANIZATION Hierarchical Level ORIENTED TOWARDS Senior management Clients ENVIRONMENT Responsibilities are divided up Holistic WORKING METHOD Individual Teamwork EMPLOYEES Directed from outside Autonomous CULTURE Control Trust FUNCTIONAL VS. PROCESS-ORIENTED BPR Aim to transform a business from being purely functional to becoming process-oriented
  • 3. Process Deployment Organize for BPR Process Redesign Process Diagnosis BPR PHASES ORGANIZE FOR BPR Create Business process map Prioritize areas for improvement Establish Process Ownership Form BPR team Initiate Project PROCESS DIAGNOSIS Determine customer requirements Determine and document current process Rate the process PROCESS DEPLOYMENT Implement Process Improvement Plan Measure Results Obtain customer feedback Do it all over again PROCESS REDESIGN Benchmark the process Develop solutions to close gaps Get Buy-ins Develop Improvement Plans
  • 4. STAGES OF BPR VISION Define corporate vision and business goals IDENTIFICATION Identify business processes to be reengineered ANALYSIS Analyze and measure existing process REDESIGN Identify possible IT applications and design alternative processes EVALUATE Evaluate and select reengineered processes IMPLEMENT Implement the reengineered process OPTIMIZE Continuously develop and improve the new process
  • 5. Function specific projects Core business processes Primary value chain Extended value chain Improve process efficiency Leverage Best practices Optimize value chains Redefine value Process Definition “Value Capture” Process Improvement “Value Expansion” Business Process Redesign Enterprise Transformation BREADTH OF CHANGE OBJECTIVES TACTICAL • Content focused • Known opportunities • Proof of concept • ROI justification VALUE OPTIMIZATION • Business case focused • Value chain prioritization • Program expansion • Benefit realization STRATEGIC • Innovation focus • Enterprise value optimization • Program integration BPR SERVICE LEVELS
  • 6. CHANGE MANAGEMENT CURVE Shock, denial Anger, fear Acceptance Commitment IMPACT POSITIVE NEGATIVE STAGE 01 STAGE 02 STAGE 03 STAGE 04 STATUS QUO DISRUPTION EXPLORATION REBUILDING
  • 7. Get the full version of this presentation and access our library of hundreds of corporate resources Join You Exec Plus today and take your career to new heights. Receive premium corporate resources in your inbox every week. Start today