Download Business Process Change : Reengineering Concepts, Methods by Varun Grover PDF

By Varun Grover

Companies are present process great restructuring efforts to deal with a altering aggressive atmosphere. primary to those efforts is the redecorate and alter of commercial tactics. whereas many organisations have received significant event in company method switch, simple questions stay unanswered. This booklet encompasses a conscientiously reviewed compilation of unique contributions by means of the world over well known specialists, practitioners, and researchers, all of whom were intricately concerned with company procedure reengineering (BPR). It basically outlines BPR equipment, innovations and instruments and the function that info expertise performs as a strategic enabler of BPR.

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Extra resources for Business Process Change : Reengineering Concepts, Methods and Technologies

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C. Teng Kirk D. Fiedler University of South Carolina Many contemporary organizations are undertaking the critical analysis and redesign of their business processes to achieve breakthrough improvements in performance. Commonly referred to as Business Process Reengineering (BPR), a 1993 CSC/Index survey of 224 IS executives found that 72% had a process improvement initiative underway (Champy, 1993). Another study by Deloitte & Touche revealed that 85% of the 532 IS executives surveyed had been involved in process redesign projects (Hayley, Plewa and Watts, 1993).

Reengineering Tops CIO’s Menu,” Datamation, Vol. 8, 1993, pp. 73-74. Lawrence, P. R. and Lorsch, J. W. Organization and Environment: Managing Differentiation and Integration (Richard D. Irwin, 1967) and J. L. Galbraith, Organization Design, (Addison-Wesley, 1977). ”, Fortune, November 1992, pp. 110-117. Malone, T. W. and Rockart, J. F. “Computers, Networks and the Corporation”, Scientific American, September, 1991, pp. 128-136. McDonell, E. D. and Somerville, G. E. “Corporate Reengineering That Follows the Design of Document Imaging”, Information Strategy: the Executive ‘s Journal, Fall 1991, pp.

As process reengineering takes place in the context of people and organization, risk of failure would be great if it proceeds without appropriate plans for organizational change. While the process change model can provide guidelines for process reconfiguration with respect to patterns of functional coupling, the eventual success of process reengineering requires a high-level perspective of the complex, unprecedented organizational changes engendered by process reengineering. In developing these macro perspectives, it is important to realize that patterns of change will vary in speed and scope for individual organizations.

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