What is Business Process Reengineering (BPR)

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Business Process Reengineering is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. Learn more in: Directed Basic Research in Enterprise Resource Planning (ERP)

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“Is the activity of capturing business processes starting from a blank sheet of paper, a blank computerized model, document, or repository. Once an organization captures its business in terms of business processes, it can measure each process to improve it or adapt it to changing requirements” (Georgakopoulos & Tsalgatidou, 1998). Learn more in: E-Collaboration: A Dynamic Enterprise Model

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Any radical change in the way in which an organization performs its business activities. BPR involves a fundamental re-think of the business processes followed by a redesign of business activities to enhance all or most of its critical measures—costs, quality of service, staff dynamics, etc. Learn more in: Assessing Critical Success Factors of ERP Implementation

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Originated in the 1950s as large firms began to explore the potential impact of computers on the efficiency and effectiveness of their business processes. Different approaches, methods, and techniques have since appeared and constitute the foundations of BPR as it is presently known. Learn more in: Health Information Technology and Change

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Involves the analysis and redesign of firms’ processes and workflows to achieve sustainable improvements in quality of response and cost competitiveness. Learn more in: Critical Success Factors of Analytics and Digital Technologies Adoption in Supply Chain

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Originated in the 1950s to explore the potential impact of computers on the efficiency and effectiveness of their business processes. Learn more in: Health Information Technology and Business Process Reengineering

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Thorough rethinking of all business processes, job definitions, management systems, organizational structure, work flow, and underlying assumptions and beliefs. BPR’s main objective is to break away from old ways of working, and effect radical (not incremental) redesign of processes to achieve dramatic improvements in critical areas (such as cost, quality, service, and response time) through the in-depth use of information technology. Also called business process redesign. Learn more in: Healthcare Process Development with BPMN

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Activity consisting in rationalizing and streamlining business processes, often associated with the implementation of an Enterprise System Learn more in: ERP-Driven Performance Changes and Process Isomorphism

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Revolutionary method of one-off analysis and revision of business processes within and between organizations. Popular in the 1990s, today it is considered to be too radical for most cases, missing a continuous approach to embed sustainable process orientation in an organization. Learn more in: Service-Oriented Architecture for Business Management