Yes, Reengineering Can Produce Dramatic Bottom Line Results, Be Cost-Effective and Have a High Probability of Success

摘要

The dream of every business is a process that predictably produces dramatic improvements in profits, customer satisfaction, market share, quality, or cycle time. Reengineering produces those results if key steps are taken to significantly increase the probability of success. Executive sponsorship is essential, but it won't produce the results if cascading sponsorship is not in place. Sponsorship is not just a simple approval to proceed; it is a significant commitment of the company's time and resources. Team members must have an intrapreneurial spirit, an out-of-the-box mentality, incredible emotional and mental strength to overcome seemingly insurmountable obstacles, and an extraordinary measure of tenacity to drive the process through to implementation. Picking core processes that will produce dramatic improvements is just as important as working through the reengineering process itself. Once the right processes have been chosen, it is paramount to clarify customer requirements and keep a constant focus on meeting and exceeding them. Once best-in-class standards are set through benchmarking, processes are reengineered through facilitated sessions of creative thinking, paradigm breaking, and boldly creating new processes. A key reason why reengineering processes fail is businesses do not reengineer people processes. People make processes work and people can make new processes not work. People factors must be reengineered - motivation, salaries, benefits, management styles, human resource policies, and teamwork. Implementation of the new processes cannot just be mandated and be successful for the long term. 80% of the reengineering effort should be spent on ensuring the new processes are successfully implemented and 20% on the up front redesign phase. All of these elements are key factors in cost effective reengineering that produces a high return on investment.