When implemented with these elements in mind, BPR can be successful and may be absolutely vital to the health of an organisation.
The factors that impact a successful Business Process Reengineering (BPR) fall into the categories of implementation and environmental. The first factor to consider in the implementation is the design of the project. The project should be visionary and realistic. The design of the BPR needs to take into account the strategic goals of the business and consider the direction of the organisation. Timeframes must be adequate to allow for the team to accomplish its goals.
There are key questions to be asked during project design phase. Will it provide any competitive advantage Will it remain competitive in the long term These questions require knowledge of the business environment. Grover et al. (1995 p. 112) asserts that " A major finding of the planned change approach indicates that implementation success occurs when commitment to change exists; commitment to the project exists; and the project is well defined and plans are clearly specified". The design team will need to know the product, the market, and the customers to complete a successful design.
The redesign phase is one of the most important factors in any methodology. To be of any value, the redesign needs to be accompanied by a cost/benefit analysis. Is the redesign worth the cost of reengineering What are the risks involved with the redesign Radical change involves cost cutting measures that may impact vendors, suppliers, and employees. Stoddard & Jarvenpaa (1995 p.105) warns that, "... revolutionary change process might not be feasible given the risk and cost of revolutionary tactics". Companies need to assess the risk and evaluate the degree of change tolerance that they may be subjected to.
Communication is another key factor to aid in the success of BPR. Management needs to communicate with the staff the scope and the motivation of the project. Communication is also essential to get employees to think about the new way of doing business. If the project involves downsizing, the workforce needs to be aware of the plans and the alternatives that will be provided. The design phase should include a Human Resources strategy.
The major threads that run throughout the successful implementation of BPR are, "...communication, empowerment, people involvement, training and education, creating a culture for change, and stimulating receptivity of the organisation to change are the most important factors related to change management and culture" (Al-Mashari & Zairi, 1999 p.88). These issues revolve around the human resource issue. It is imperative that communication with the employees be