Authors: Sanjay Mohapatra; Anupam Choudhury; K. Ganesh
Addresses: Xavier Institute of Management, Pin 751013, Bhubaneswar, India ' Tata Business Support Services Ltd., Hyderabad, India ' Supply Chain Management – Center of Competence, McKinsey Knowledge Center (McKC) ' McKinsey & Company, Inc., Ascendas International Tech Park, Crest, Phase-2, 13th Floor, C.S.I.R. Road, Taramani, Chennai – 600113, TamilNadu, India
Abstract: This research attempts to link up three streams of management thoughts; the industry focus, the organisational focus and process focus, to arrive at a unified view for business process reengineering (BPR) readiness. Secondary survey methodology was adopted to analyse industry and firms operating in several industries. Using existing literature, the different available models for industry, organisation and process focus were studied and factors that impact decisions for reengineering were determined. As is seen from literature, risks involved in reengineering are high and all the processes need not be reengineered. To address these issues (risks and prioritisation of processes), this research has developed a BPR readiness framework which, when adopted, will reduce the uncertainties in reengineering, and improve performance of the firm while retaining its competitive advantage. The readiness framework has been tested and has shown promising business results. It can be applied to other firms to determine the trigger points for carrying out process reengineering.
Keywords: business process reengineering; BPR; BPR readiness framework; organisation focus; organisation life cycle; OLC; Porter's five forces.
International Journal of Business Innovation and Research, 2017 Vol.13 No.4, pp.451 - 474
Received: 29 May 2015
Accepted: 25 Jul 2015
Published online: 12 Jul 2017 *