Lack of support from the top can be perceived by staff as the initiative not being important and not being deserving of the full time and effort that is required to ensure success. Business process improvement projects can be difficult, so reinforcement from the top that the efforts are necessary and appreciated is critical to the team's success. Mitigation: Get clear, public support for the overall initiative before starting any work.
Get real support, too, not just words. Ensure that the leadership team is truly ready and that they won't simply back down when the going gets tough. I've been in organizations in which the culture itself made process improvement efforts extremely difficult. In short, for pretty much any task, individual employees were empowered to simply opt out or refuse to take part. Given the process improvement efforts have the potential to sometimes uncover individual weakness or group challenges, it's not a surprise that there may be some angst when improvement efforts are undertaken.
In one organization, I was stunned to discover the kinds of items that people could simply refuse to do, seemingly without repercussion. In that environment, the process improvement efforts were extraordinarily challenging and required much more dedication and time from the project leadership team than I've seen in other efforts.
In another example, for a substantial process improvement effort, a VP had promised access to certain members of her team for a period of months with a verbal promise that no other significant objectives would be put before those people until our efforts were complete. As you may have guessed, that promise did not hold and the team was pulled in too many different directions, resulting in failure since no one would budge on the due dates for any initiative.
Mitigation: In these environments, take a slow, measured approach to the initiative and make certain that leadership is squarely on board before proceeding. This is achieved through education, training, input, and communication. The second is the need to implement updated and adequate IT systems into the infrastructure of the overall BPR plan. It was concluded that successful BPR can improve both the productivity and customer satisfaction.
Mlay et al. Dachyar et al. The aim of Kayo et al. The first CSR is that an organization must be prepared for the fundamental change that the new process will bring. The second is the competency of the project manager in terms of goal setting, communication, and IT training abilities. The third is cooperation satisfaction, but this is only a success factor when operational satisfaction is achieved.
Natarajan [6] noted several CSF all related to human factors. These included having an organizational culture that is comfortable with change, as well as having a management that provides inclusion, empowerment, effective communication and training. Although the focus of the study was to create awareness of the important role that BPR plays in meeting user demands of library software and other IT systems, the success factors hinged on the human aspect of organizational restructuring.
Darmani and Hanafizadeh [7] concluded from their research that reengineering success comes from the selection phase of the strategic process. Specific tasks mentioned that play a crucial role in success include deciding on what strategy to use, defining and evaluating risk and return of the project implementation, and choosing the frames for differentiation, cost leadership and response methods.
In an effort to find the best BPR methods for improving production and service in developing countries, Farughi et al. The large percentage of reported BPR related failure prompted Guimaraes and Paranjape [3] to examine CSFs in practical application settings of organizations. Using 19 CSFs determined from gathered literature. The main themes in the factors listed revolved around strong project leadership, good communication across all levels of the organization, competent and positive IT personnel, and careful planning for all aspects of the project before implementation.
The results of the study indicated that CSF varied among companies and project phase. Also, it was discovered that many CSFs are dependent on the outcomes of preceding phase. The primary reasons for conducting research surrounding BPR and technology integration are to discover best practices, uncover explanations for failure, and develop strategies to enhance or correct the process [3]. The identified failure factors of both BPR and other process related strategies are discussed below along with recommendations made by each examined country.
In Africa, many organizations that use BPR to enhance operations do not achieve the desired results. This is attributed to incorrect implementation and not the process itself. It was determined that technology issues are really people issues and must be managed that way [3].
The results of Mlay et al. Failure factors have been largely equated to human factors in Africa and the need for company-wide inclusion of the project, and open communication on all levels was expressed [2]. It was concluded in Asia that organizational change brought on by ERP and BPR implementation is the biggest contributing factor to organizational innovation and performance.
However, these processes tend to occur only among entities that have the resources needed to develop new technology. The focus of this study was not on success or failure factors of BPR, but rather an argument showing the positive impacts of ERP and BPR implementation on achieving organizational innovation, longevity, and a competitive advantage.
In that regard, a lack of resources would be considered a failure factor in that it hinders initial implementation [4]. The two failure factors considered by Kayo et al. Staff communications are paramount, and how will this be done — especially when you have a very anxious workforce? Leadership needs to be strong, understanding and provide clear and definitive direction on how change will be effected, and the impact of this change on the business, on its people, customers and culture.
Training will be required too, otherwise staff adoption of new methods and operations will impact the opportunity for success. Your IT department are going to be very central to any BPR initiative, especially when you are streamlining existing processes and looking to improve efficiency.
IT are the gatekeepers for the key reports you will be relying on with your decision making, however, a frequent cause of BPR failure has been with inappropriate selection of tools and methodologies. When you are looking at the selection of appropriate tools, and very importantly, how they will be implemented, it is essential you have the right expertise available either in-house fairly rare in practice or available to be brought in to execute successfully and that dramatically increases costs — see my initial thought.
Also, new IT tools are only going to provide appositive outcome if they are adopted and used effectively and that brings us to my second thought on training and communication. Careful benchmarking and measurement, rigorous planning and successful implementation of IT tools all contribute to the success or failure of reengineering initiatives.
If you do not communicate, staff will fill-in the blanks on their own — and in my experience, the blanks are filled in with the darkest possible scenarios. Best practice tip: Develop sophisticated strategic multi-channel communication plan during the planning stages of the initiative and proactively execute the plan throughout the initiative.
Transformational BPR solutions and opportunities require increasingly sophisticated information systems. Meeting this challenge often requires transformative change - and sustainable on-going improvement in business processes, organizational culture and supporting technologies. Inteq Group. Course Registration. Business Transformation Specialists. James Proctor Date: September 9, Business Process Reengineering BPR To survive and thrive, organizations must not only continuously innovate to stay relevant to their customers, organizations must transform to accomplish strategic objectives to stay ahead of the competition.
Don't let these pitfalls derail transformational change in your organization. The Inteq Group is uniquely qualified to assist your organization with this challenge. He frequently lectures on business strategy, innovation and business transformation and serves on the board of commercial and non-profit organizations.
In his book, Mastering Business Chaos, he reveals secret patterns he has discovered in thousands of client interactions ranging from Fortune to emerging growth companies and government agencies throughout the spectrum of industry.
The Inteq Group is a team of top industry professionals that provide business analysis training and consulting services, application software development services, and big data solutions to commercial and governmental organizations worldwide. Proctor has a B. He started his career with the firm of Ernst and Young formerly, Ernst and Whinney with their consulting group in Dallas and specialized in the aerospace, financial services, manufacturing and defense industries.
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