Business Process Reengineering and Downsizing

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Business Process Reengineering and Downsizing
Why should BPR proceed downsizing?

Same Old Misconceptions Re: BPR
Jeff Schultz
The reason BPR fell out of favor is misuse of the term; companies decide to lose fat quickly. They'd reduce staff without fixing the work, leaving everything in shambles. If you want to reduce waste, use LEAN first. If you want to transform your business model, use the BPR approach to create your improvement agenda (which may or may not lead to differing technology...
Another misconception I see where folks ask about ERP and other systems in BPR. The point is to create the future state and understand the gaps that currently exist. Then you create an improvement agenda to get you from the current state to closer to the future state (iteratively and addressing the gaps... Often 20% of the improvement agenda can get you 80% of the benefits if you address process first, then the technology and people enablers). Use the right tool set for the business problem; don't grab a hammer and start treating everything like a nail.

BPR and Downsizing
Eugene Bruseau, Member
BPR should precede downsizing and be reevaluated after completion of the drawdown. A company, government entity, etc. can't reasonably initiate a reduction of human capital or other resources without conducting a BPR process. The process will provide a framework for leaders to make decisions as part of the pre/post downsizing effort.



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