– Top Lal Panthi
Most of the Nepalese business organizations are facing problems every day in terms of sales and the qualitative production. Because the rate of new business organization is increasing rapidly day by day with new mission and strategies for the succession but the level of consumption and patterns are remaining same approximately.
In this critical scenario, business organization should aware with the innovative way, then only can sustain for long term and meet their objectives with the satisfaction of stakeholders. One of the effective and straightforwardly means is Business Process Reengineering for the timely fulfillment of their expected targets and vision. Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in sales, productivity, cycle times, quality and other effectiveness. In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer. They typically adopt a new value system that places increased emphasis on customer needs.
Applying few process of Business Process Reengineering your business can sustain to the long term, compete with your existing competitors and can fulfill your own needs and stakeholder’s expectation such processes are:
Refocus company values on customer needs; Business organization should realize that “getting closer to the customer” is crucial to growth. Consumers have more choices than ever before, empowered by online and mobile channels that provide more ways to buy, give and get recommendations, and talk back to companies. Today’s customer won’t hesitate to walk away from an established company relationship that doesn’t meet their needs. This holds true for nearly all industries today, and is no longer limited to those serving consumers.
Redesign core processes to enable improvements; first you should aware with the existing core processes of your business system which are ineffectual to compete with the expected productivity.
Reorganize a business into cross-functional teams; in response to an increasingly global and competitive environment, the flexibility to adapt to changing market needs and develop innovative cross‐functional processes is quintessential to success. Emphasizes that, in order to succeed in BPR, the firm must make the organizational structure change from a hierarchical to a flat form, management goals must change from being functional sub‐optimized to global‐optimization, process‐oriented measurement, and employees’ work must change from being fragmented to team‐oriented. It is important that the firm combine core business process reengineering and holistic outsourcing and rethink its business from an integrated, systematic “whole” and value chain viewpoint to beat competition with flexibility and innovation. Rethink basic organizational and people issues; minimum level of conflict is optimal in the business organization; certain levels of conflicts are the source of change to the organization.
Improve business processes across the organization; Companies use Business Process Reengineering to improve performance substantially on key processes that impact customers. Business Process Reengineering can:
Reduce costs and cycle time; Business Process Reengineering reduces costs and cycle times by eliminating unproductive activities and the employees who perform them. Reorganization by teams decreases the need for management layers, accelerates information flows, and eliminates the errors and rework caused by multiple handoffs.
Improve quality; Business Process Reengineering improves quality by reducing the fragmentation of work and establishing clear ownership of processes. Workers gain responsibility for their output and can measure their performance based on prompt feedback.
(Writer is Lecture of Business Studies Department, St.Xavier’s College, Maitighar, Kathmandu)
