Corporate Reengineer
To reorganize the operations of (an organization) so as to improve efficiency, profits and gains. This may be achieved by the changing or improving of services, products and good. Often times successful Business reengineering occurs by way of new business ideas, ventures and concepts.
Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.
EBS seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes.
Business process re-engineering is also known as business process redesign, business transformation, or business process change management.
Re-Engineering is not just a catch phrase in the business industry –it is a saving grace for failing businesses or businesses not operating at its maximum potential, Businesses that are not in the process of Re-Engineering, must surely feel they are on the verge of losing all competitive advantage and all serious chances of leadership in your industry.
EBS offer services and solutions that are specific, detailed in explanations of the methodologies and the strategies, which will guide businesses on the path towards improved processing economies, greater teamwork and cohesion, and an improved competitive advantage.
A process is the specific group of tasks which comprise the achievement of a product or service that is of value. An effective process is results driven. It does not derive its form from an organizational structure, the titles or positions of those staff members who perform the process, Re=Engineering is not a matter of merely redesigning workflows and procedures or reinforcing procedural compliance. It is a complete re-thinking and implementation of the broad-based ways in which an organization develops and delivers its products.
Reengineering is generally considered when the business has the opportunity to expand services or in trouble and something has to change in a dramatic manner and requires dramatic solutions which will require a financial invest and in completely rethinking the way it does business. While any improvement programs can offer positive economies for a business, modified Re-Engineering program can almost always identify opportunities for improvement.
There are three basic prerequisites to beginning the Re-Engineering process. The business must have a clear consensus regarding the following business elements:
- Business Objectives;
- Service Objectives/Customer Expectations; and
- Valid Constraints.
