Introduction
To become competitive and efficient in their processes, businesses have to transform their operations and redesign their processes in order to serve their customers best.
Business process reengineering is the fundamental analysis and the radical redesign of business process with an aim at attaining organizational efficiency and effectiveness while putting more emphasis on the customers’ demands and preferences.
The aim of BPR is to ensure business realize major improvements in their performance and achieve the organizations core aims. BPR is normally undertaken to achieve dramatic improvement in performance i.e. by 10 folds rather than 10% improvement in result.
Organization structure and reengineering process Business reengineering the organizations structure plays a crucial role in goal attainment. The structure of the organizations determines the procedures to be followed, who to perform the duties and establish the measures for ensuring instituted controls.
A business that fails to reengineer the organization structure to become efficient in the provision of customer demands will experience problems and delays in the execution of the duties. There is also a possibility of such businesses incurring high operational cost caused by a large number of employees and losses.
The organization structure will also ensure the employees required in doing a particular mandate having the necessary qualifications and experience.
In a research organization, the organization structure should be reengineered to allow for flexibility in how duties are performed. A research business that adopts a rigid and bureaucratic structure will not survive in the fast changing environment.
The structure should thus be redesigned to allow for an organic structure that is more flexible and essential for innovation purposes. This kind of structure would allow for close interaction and consultation among the various employees at different organizational levels.
Here, the attention is given to the knowledge and skills required in doing a role rather than a position held in an organization. Mechanistic organizations structures are preferable in instances that the environment is stable or changes are predictable.
Processes Reengineering
Every business has processes that are laid down to give direction to employees on performing their roles. The processes in research-based businesses should be simple to follow and understand. The processes must also ensure that the validity and integrity of the research outcome is not impaired.
Qualified and knowledgeable persons must be engaged and close monitoring and supervision instituted to ensure adverse deviation and abnormalities are detected and corrected. The use of information technology must be embraced in the process to cut on cost and help in analyzing the situations while holding different assumptions.
Difficult Issues in Implementing Reengineering Process
In the process of reengineering, other areas will be difficult to implement. The first such area is the technology adoption that is likely to be resisted by those who lack the technical skills and the impacts it may have on the normal operations.
Implementation of the reengineering on the part of the employees may also be an upheaval. An organization is not the machinery or equipment used or employed in the production process.
Individuals are the core part of the business and their involvement or participation is indispensable. The business must therefore look into ways of reengineering the human resource through motivation and by offering visionary leadership.
Conclusion
In conclusion, successful business processes reengineering enables organizations to transform and achieve their core objectives. The customer satisfaction and loyalty should be won at the conclusion of the implementation and the profits of the business should soar. All stakeholders and members of an organization should thus be integrated in the reengineering process.