پیش بینی کننده های موفق مهندسی مجدد فرآیند کسب و کار در خدمات مالی

Business process reengineering (BPR) has been a popular business improvement strategy for the past decade. However, Holland and Kumar (Getting past the obstacles to successful reengineering, Business Horizons, 1995, p. 79) noted that 60–80% of BPR initiatives have been unsuccessful. An extensive review of the literature revealed significant gaps in research in this area of technology and innovation management. Therefore, the aim of this paper is to report on a cross-sectional study based on a survey questionnaire sent to strategic business units within the Australian Financial Services Sector that have implemented BPR. A response rate of 32% was obtained. The central finding of the study is that the proactive implementation of BPR as part of the organisation's business strategy, coupled with focusing BPR efforts on core-customer business processes are the most significant predictors of BPR success. Using multiple regression analysis, these BPR practices were found to explain more than 30% of the variance in organisational performance. On the other hand, there was no significant and positive relationship between the increased use of information technology and process cycle time reduction. The implication of these results is that managers must reengineer their core processes from a customer perspective. The paper concludes that the key challenges for successful BPR implementation are changing attitudes and culture, ensuring extensive communications and dealing with resistance to change from middle management.

In the last decade business practitioners have been overwhelmed with new techniques and tools to increase competitiveness in a turbulent business environment. Business process reengineering (BPR) is one of a number of management intervention tools that has been used with mixed success. The ruthless pursuit of performance improvement, namely profitability, was what set BPR apart from other management tools. It was defined by Hammer and Champy (1993) as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. Ligus (1993, p. 58) claimed that a “30–35% reduction in the cost of sales; 75–80% reduction in delivery time; 60–80% reduction in inventories; 65–70% reduction in the cost of quality; and unpredictable but substantial increase in market share”, were all possible through effective BPR. However, Holland and Kumar (1995) noted that 60–80% of BPR initiatives have been unsuccessful. Considering the contradictions and lack of rigorous research available on BPR, the following research question was articulated in relation to BPR implementation in the Australian financial sector: “Does BPR practice have a significant and positive effect on profitability, cycle time reduction, and customer satisfaction?

Based on the three hypotheses tested in this study we conclude that an organisation is more likely to achieve greater profitability if reengineering is implemented in a proactive manner as part of an organisation's business strategy. Our results show that organisations that implement BPR reactively as a “quick fix” do not achieve significant performance outcomes. There is no apparent relationship between increased use of information technology and cycle time reduction of reengineered processes. There was, however, a statistically significant relationship between cycle time reduction and focusing redesign efforts on core-customer focused business processes. This is consistent with the literature on successful reengineering put forward by Hall et al. (1993). Redesigning core-customer focused business processes and using customer feedback is significantly related to an organisations’ ability to satisfy customers. Organisations were also more likely to be able to satisfy customers if BPR had been implemented in a proactive manner. The implications of our results are that managers must reengineer their core processes from a customer perspective and focus on the key challenges for successful BPR implementation: changing attitudes and culture, extensive communications and overcoming resistance to change at all levels of the organisation, particularly middle management. Finally, with refer to our research question, and our research results, it is reasonable to conclude that BPR practices (articulated above) have a significant and positive effect on profitability, cycle time reduction, and customer satisfaction. However, IT does not appear to be a “best predictor” of successful BPR. Our study confirms previous studies that IT acts as an enabler.