Redesigning Processes

Redesigning Processes

Minwir Al-Shammari (University of Bahrain, Bahrain)
Copyright: © 2009 |Pages: 32
DOI: 10.4018/978-1-60566-258-9.ch005
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Abstract

In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and processes, a weapon of war. Organizations wishing to boost their competitiveness need to focus on desired customer outcomes by redesigning business processes through effective use of advanced ICTs and the creativity of their human assets. Organizational reinvention of structure, people, and ICTs are driven by the CKM strategic change with a purpose of adding value to both customers and business firms. Reinventing organizations has the potential to create more flexible, team-based and integrated work activities, both internally and externally, to allow customers to be linked intimately to the business, to improve their experiences, and ultimately to develop enduring and profitable relationships with them. This chapter explores the last part in reinvention, viz. the role of business process redesign in CKM.
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Conceptual Foundations

Business processes are valuable corporate resources since they directly support corporate business strategies. In the era of highly competitive and dynamic marketplaces, services and managing business processes for optimal performance are essential for the achievement of successful business strategies. Business processes, therefore, need to be managed and reengineered like other business resources in order to achieve typical goals of process design like productivity, quality, efficiency, flexibility and conformance with formal and legal rules such as ISO 2000. Business process redesign, a narrow definition of BPR, is a strategic action that targets business processes, rather than complete transformation of the enterprise, and should be conducted with a clear understanding of the company’s vision, strategy, and competitive directions in customer processes and/or services with respect to market opportunities and challenges.

Despite many years of restructuring and downsizing through process automation, many companies have not obtained the improvements needed. This can be attributed to companies leaving the existing processes intact and only using computers to automate and speed them up, without addressing their fundamental performance deficiencies. Many job designs, work flows, control mechanisms, and organizational structures were developed for operational command and control rather than for strategic competitive purposes. Companies need to use the power of the computer not to automate outdated processes, but to radically ‘reengineer’ business processes (Hammer, 1990). Only through streamlining business processes can companies gain remarkable improvements in operational performance, customer satisfaction, and customer loyalty.

This section provides a theoretical background to BPR. It examines the following elements: the need for business process orientation (BPO), the anatomy of a business process, the concept of BPR, pillars of BPR, principles of BPR, results of BPR, followed by an example of ICT-enabled BPR, integrating KM into BPR, and the context of CKM for BPR.

Complete Chapter List

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Table of Contents
Foreword
Luciano Batista
Acknowledgment
Minwir Al-Shammari
Chapter 1
Minwir Al-Shammari
In today’s dynamic business environment, change is omnipresent. Organizations have to develop sound change management strategies in order to counter... Sample PDF
Setting a CKM Strategy
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Chapter 2
Minwir Al-Shammari
The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based... Sample PDF
Spotting Environmental Drivers
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Chapter 3
Reorganizing People  (pages 63-104)
Minwir Al-Shammari
The ability of an organization to compete in rapidly changing business environments is contingent upon its ability to develop competitive strategies... Sample PDF
Reorganizing People
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Chapter 4
Retooling ICT Systems  (pages 105-135)
Minwir Al-Shammari
Regardless of the type of organization or operation, the evolving nature of organizational ICT systems helps organizations to live up to changing... Sample PDF
Retooling ICT Systems
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Chapter 5
Redesigning Processes  (pages 136-167)
Minwir Al-Shammari
In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new... Sample PDF
Redesigning Processes
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Chapter 6
Minwir Al-Shammari
The customer is a strategic element in a company’s downstream supply chain. In the new economy, customers, whether they are individual consumers or... Sample PDF
Capturing Data from Customers
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Chapter 7
Minwir Al-Shammari
Whether companies are engaged in B2B or B2C transactions, they need to understand their customers. Once customer data are captured and stored in... Sample PDF
Compiling Profiles of Customers
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Chapter 8
Minwir Al-Shammari
Increasingly, knowledge is becoming a primary engine of growth in the globalized business world and is making nations more competitive as they shift... Sample PDF
Creating Knowledge about Customers
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Chapter 9
Minwir Al-Shammari
Efforts to improve the experience of customers do little to boost customer satisfaction and loyalty if they fail to connect with customers and... Sample PDF
Maximizing Value for Customers
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Chapter 10
Minwir Al-Shammari
Effective development of customer products and/or services requires valid and up-to-date CK in order to target the right customer with the right... Sample PDF
Measuring Return on Relationships with Customers
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Chapter 11
Minwir Al-Shammari
The previous chapter focuses on creating value-added products and/or services to customers..As the management of a CKM change is a journey, not a... Sample PDF
Managing Learning throughout CKM Change
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About the Author