Business Process Reengineering, a Crisis Solution or a Necessity
This case study shows that the company decided to implement Business Process Reengineering (BPR) not only because external environment had changed, but also due to its obsolete business processes and organizational structure. The article will highlight the importance of the organizations' focusing on sub-goals, in order to finally reach the desired result in the organization's main goals. When rapid evolution has become the fundamental contemporary coordinate, reengineering is a form of company innovative reaction in terms of intensifying competition and globalization. Remodeling the Company in phases of crisis, when time pressure reduces the type and number of solutions that can be adopted, without effective leadership, can lead in most cases to failure. The effect of redesigning the business processes depends on how well it is implemented, coordinated and monitored
Volume (Year): (2012)
Issue (Month): 2 ()
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Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Grover, V & Teng, J. T. C. & Fiedler, K. D., 1993. "Information technology enabled business process redesign: An integrated planning framework," Omega, Elsevier, vol. 21(4), pages 433-447, July.
- Peppard, J., 1996. "Broadening visions of business process re-engineering," Omega, Elsevier, vol. 24(3), pages 255-270, June.
- Ion VERBONCU & Aurel MANOLESCU, 2008. "The human implications of management reengineering," Management & Marketing, Economic Publishing House, vol. 3(2), Summer.
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