Northcentral University: Business Process Reengineering Report

This report provides a detailed overview of business process reengineering, a methodology for redesigning and improving organizational workflows and processes. It explores the concept's introduction, encompassing topics such as reengineering of organizational processes, focusing on efficiency and effectiveness, and the importance of shortening lead times and boosting productivity. The report also examines the role of technology, performance metrics, and team dynamics in successful reengineering initiatives. It discusses the significance of observation, including the contributions of senior and operational managers, as well as the expertise required from various fields. The conclusion offers insights gained from serving as a consultant, with suggestions for leadership, highlighting the importance of non-verbal cues and effective meeting management to achieve organizational goals and enhance leadership capabilities. The report emphasizes how reengineering empowers employees, improves competitive positioning, and ultimately leads to organizational success.

REENGINEERING

Reengineering 1
Table of Contents
Introduction......................................................................................................................................2
Reengineering of organizational process.........................................................................................2
Efficiencies and effectiveness..........................................................................................................2
Shorten lead-time.........................................................................................................................3
Productivity..................................................................................................................................3
Competitive position....................................................................................................................3
Technology..................................................................................................................................3
Performance metrics........................................................................................................................3
Vision...........................................................................................................................................3
Team............................................................................................................................................3
Process.........................................................................................................................................4
Observation......................................................................................................................................4
Senior manager............................................................................................................................4
Operational manager....................................................................................................................4
Experts of Reengineering............................................................................................................4
Conclusion.......................................................................................................................................4
References........................................................................................................................................6

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Reengineering 3
Introduction
Reengineering includes the redesign and examination of the workflows and processes of
the organization. This is a set of work activities performed by the employees of the organization
to achieve the goals of the business (Kewer, 2016). This is a way to change the process of the
work in a better way to accomplish of goals of the organization. Reengineering empowered the
employees of the organization to involve in the process of decision-making (Pearson, 2012).
Reengineering of organizational process, efficiency and effectiveness, organization performance
metrics and observation has been covered under the following discussion.
Reengineering of organizational process
Michael Hammer found the concept of business process reengineering. He said that just
automating the process is not enough in the contemporary world of business. Business process
reengineering is a technique and methodology that change the process of organization with the
aim of becoming more modern and efficient (Hammer, 2015). The measures have taken after the
decisions to restructure a process not only concern the existing process or formal procedures that
bring radical changes in the style of management and culture of corporate. The reengineering of
the organizational process includes rebuilding and overhaul of processes (Goksoy, Ozsoy, &
Vayvay, 2012). The full potential of the organization can be achieved and then will the benefit of
the organization from the changes. This encourages the process of thinking: shifting from task
focus to process focus to then removing all processes that not create the value for the customer.
These increased the betterment of the criteria of performance like efficiency, costs, service, and
quality.
Business Process Reengineering is a strategy of management that increase the focus of the
customers, competitive position, and cost of the organization. By rebuilding and analyzing the
process of business both large and small organizations can radically change and innovate. The
infrastructure of IT is still a lot to be gained and the big step need to be taken. Business Process
Reengineering is a sensitive topic among the employee of the organization as more efficient
processes involve downsizing. This is important for the entire organization to communicate and
support the plans transparently.

Reengineering 4
Efficiencies and effectiveness
Organization by taking participation in business process reengineering examine the
environment and organization. For changing the existing process and shaping, a new processes
objective play a leading role. This is mainly applied in information technology. This
standardized model used to optimize organizations or many processes. Benefits of using business
process reengineering (Habib, 2013).
Shorten lead-time
There is a lot of potential in the organization that is not being used. An outdated process
like manual execution of administrative matters can be fully automated with an investment.
These investments recouped by the lower cost of wage.
Productivity
This is the goal of Business Process Reengineering is to modernize outdated processes
and can discover a certain process. Employees of the organization know the process of the
organization better than anyone else in the organization (Huang, 2015).
Competitive position
Changes of the organization are gradually noticed. This is necessary to keep up with the
competition and to satisfy the needs of the customer by act appropriately. This suited to radical
changes implemented in a relatively short period of time.
Technology
This is important to implement the challenges with prior communication to employees by
guiding them in a necessary way. Implementation of the new technology of the organization can
be occupied easily by adjusting the process of business quickly in order to work more efficiently.
Performance metrics
Vision
By the procedure of review or adjust a clear picture of the reason for change presented by
the organization. This is important for an organization to focus on the vision. The objective
should be clarified in quantitative and qualitative terms. Clear objectives of the organization
convince the employees with the necessary changes.

Reengineering 5
Team
A skilled team formed to change and minimize failure chances. This is valuable to set a
diverse team because creativity is essential to analyze the process of business. The problem
looked at different perspectives for an accurate diagnosis.
Process
The current process of the organization should be mapped in order to optimize. This can be done
by software or flowchart. The matters that add value can be identified. A scale test developed the
new process completely. The effects and results must be monitored closely (Kohlbacher &
Reijers, 2013).
Observation
A team with high skill motivated people carried out the steps for organization success.
This consist of:
Senior manager
The supervision from the support of a senior manager gets in touch with the minor
change. This is also supportable in terms of major change. This supports the shots of a senior
manager.
Operational manager
Operational manager
Ins and outs of the process of the organization know by the operational managers to work
with the process. These expand the business of the organization to contribute to their vast
knowledge.
Experts of Reengineering
Expertise with the process of Reengineering need expertise from a number of different
fields from IT to manufacturing. The right change may be anything by the prospectus of an
organization like software, the flow of work, and hardware, etc.
Conclusion
As an observer new learning have been identified and gained by serving as a consultant.
Suggestions to leadership will include to focus on body language and cues of non-verbal, areas

Reengineering 6
for improvement in the meeting, and rotating the time of the meeting. Focus on body languages
will provide positive energy in meeting. This will fill the blind spots with physical or behaviors
habit. This will help to build an effective leader. Over a period of time as an observer dynamics
of the team leader will work well with extensive utilization of meeting agenda. As an observer
agenda of the meeting will help the Leader to find out the solutions of problems in the meeting.
Rotating the time of the meeting will help the Leader to make more proper adjustments with the
project. Reengineering boosts the leaders to go and achieve the goals of the organization by
significant bottom lines with the attraction of top talent. This is a tool for access the concepts at
new levels. This provides an organization with better employees and leaders.

Reengineering 7
References
Goksoy, A., Ozsoy, B., & Vayvay, O. (2012). Strategic Tool for Managing Organizational
Change. International Journal of Business and Management, 07(02), 89.
Habib, M. N. (2013). Factors of Business Process Reengineering. International Review of
Management and Business Research, 02(01), 1-10.
Hammer, M. (2015). Business Process Reengineering (05 ed.). Berlin: Springer.
Huang, S. (2015). Information Technology Investment Under Measurement of Performance.
Information Systems Frontier, 05(17), 1133-1144.
Kewer, P. (2016, 08 09). Reengineering. Retrieved from Management Mania:
https://managementmania.com/en/reengineering
Kohlbacher, M., & Reijers, H. A. (2013). Organizational Design. The Business Process
Management Journal, 02(19), 245-262.
Pearson, S. (2012, 01 05). Business Process Reengineering. Retrieved from Tallyfy:
https://tallyfy.com/business-process-reengineering/