See Operations & Process Excellence / Business process reengineering (BPR)
Redesign processes around outcomes, not departments
Sometimes improving a process is not enough, because the process was built around departments and history. Business process reengineering redesigns the flow end to end, so work moves with fewer handoffs, fewer approvals and less rework.
What you can do
Set the outcome
Agree what the redesigned process must achieve, such as faster order to cash or fewer purchase errors, and how you will measure it.
Redesign the flow
Remove steps that add no value, combine handoffs and design around the customer or the output.
Design controls in
Build approvals, checks and audit trails into the flow so control is not a separate step.
Define the system needs
Specify what your systems must do to support the new process, and what must change in them.
Build the case and the plan
Quantify benefits and costs, and sequence rollout, training and change.
What you should know
Redesign before you automate
Automating a poor process only makes the problem faster.
Cross-functional ownership matters
End-to-end processes need one accountable owner, not four department heads.
People will resist loss of control
Involve those who do the work early and explain what they gain.
Pilot first
Prove the new design in one unit before rolling it out widely.
What you will achieve
Shorter cycle times
Work flows end to end.
Fewer errors and less rework
Controls built in.
Lower cost
Fewer manual steps and approvals.
A system-ready design
Clear requirements for systems and automation.
A proven path
- 01
Map
Record how work really runs, with the people who do it.
- 02
Measure
Use data to find delays, rework and control gaps.
- 03
Redesign
Remove steps, combine handoffs and build controls in.
- 04
Embed
Write the procedures, train the people and set the measures.
- 05
Improve
Run regular reviews so gains keep coming.
Relevant across every industry
The same discipline applies whatever your sector. Choose yours to see how it plays out.
