What's changed: Initial version
4.4Business process reengineering & management
Covers the difference between BPR, which radically redesigns the business process, and BPM, which continuously visualizes and improves the process, together with business modeling via DFD and BPMN, automation via workflow and RPA, and the cycle of visualization and continuous improvement. The key is judging, for a bottleneck, "whether a radical redesign (BPR) is needed or an incremental improvement/automation premised on the existing process (BPM/RPA) suffices."
There are broadly two approaches to improving business processes: BPR (business process reengineering), which fundamentally rethinks the existing way and redesigns the flow of work itself from a zero base, and BPM (business process management), which continuously measures and improves the process while visualizing it. The easy pitfall here is a mismatch of judgment—piling small automations onto a structural problem that needs a radical rebuild, or conversely bringing a large-scale full redesign to a problem that an incremental improvement would suffice for, thereby bearing excessive cost and risk. This section covers the difference between BPR and BPM, business modeling via DFD/BPMN, and automation via workflow and RPA, and then the strategist's judgment of which to choose—radical reform or incremental improvement—according to the nature of the bottleneck.
4.4.1The difference between BPR and BPM
Continue reading — free sign-up
You're reading the free preview. Sign up free to read this section in full, plus every chapter (including 4+) and all questions.