Business process reengineering (BPR) is a crucial part of digital transformation, but sometimes redesigned processes don’t always result in tangible business benefits. If you’re thinking about BPR, it’s important to be aware of the common reasons for its failure and how to avoid them.
- Failure to get executive buy-in: To be effective, a BPR project needs the support of top business leaders. If just one leader rejects the proposed plan, it can result in a lack of financial and operational support for process reengineering.
- Lack of employee involvement: If you do not include the input and participation of your employees in the process, you’re missing out on their valuable insights into operational inefficiencies. Employees are often the best sources of information about which business processes are working and which are not, so it’s important to involve them in process mapping.
- Difficulty identifying root causes: It’s important to identify the real reasons behind pain points in a business process rather than making assumptions. To do this, you should build a team that includes business process owners and employees close to the processes in question.
- Lack of change management: Changing business processes can often lead to resistance, especially if you’re altering or eliminating well-established processes. To manage this, effective organizational change management is necessary. This includes clear communication from leadership about the reasons for the change, the processes that will be affected, what will remain the same, and the risks of not embracing the change.
By taking the time to assess and redesign your current processes to be more efficient and customer-centric, you can increase the chances of long-term success for your BPR project. If you need help implementing business process reengineering, our ERP consulting team is available for a free consultation.