How do you cut costs and streamline workflows that are vital to your organization? Download the Business Process Re-engineering (BPR) presentation template to help your organization produce better products and yield higher ROI. BPR is a systematic overhaul to rethink and redesign business processes from the ground up and dramatically improve performance. The template includes slides on Function vs Process Orientation, BPR vs Continuous Improvement, BPR Phases, Common BPR tools, BPR service levels, Change Management, Gap Analysis, Business benchmarking, Value chain analysis and top BPR strategies, plus many more.
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BPR decreases management layers, accelerates workflows, and optimizes time-sensitive activities to help your organization adapt to today's rapidly-paced business environment. Additionally, BPR puts a higher emphasis on client needs, which allows organizations to produce better products and yield higher ROI. Use this management framework to transform your organization from purely functional to lean, process-oriented, and collaborative. Read to the end, and we'll explain how Airbnb used BPR to overhaul its entire product team to streamline its product design process from days to 45 minutes.
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Businesses are often focused on being "function" oriented instead of "process" oriented. When an organization is focused on function as opposed to process, complex, exhausting procedures that take up a lot of overhead are prioritized over leaner, more streamlined practices. When the organization switches to a process-oriented focus, operations become more cost-efficient and lean. From a governance and organizational viewpoint, a functional structure is hierarchical and often bureaucratic – the time it takes to brainstorm, get ideas approved, implement and test solutions can be unnecessarily dragged out. In contrast, a flat organizational structure facilitates communications and expedites decisions.
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The business environment of a process-oriented team is also more holistic. In the traditional functional model, responsibilities are divided up. Employees are individualistic and focus on their own roles and aren't driven by their impact on overall team performance. This also leads to a more rigid culture and a general lack of trust and autonomy. Execs can use BPR to orient around process, and become leaner with a flat organizational structure that focuses on the client and value chain to create a holistic, collaborative environment that tests faster with greater cost efficiency. (Slide 3)
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When would an organization elect to use BPR over TQM, otherwise known as continuous improvement? The big difference between BPR and continuous improvement is that BPR is more radical and can lead to a complete redesign and overhaul of an organization's internal structures. Where continuous improvement attempts to make subtle enhancements to create gradual change, BPR makes radical change for high-impact, dramatic improvements. (Slide 4)
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BPR can be roughly divided into four continuous phases: The first stage is "organize." Execs create a process map, prioritize areas for improvement, establish who will own each process, and then initiate the project. Second, comes the "process diagnosis." This stage usually entails a Gap Analysis or similar tool to evaluate how effectively the current process meets your goals, then rate its ability to meet customer requirements. Next is "process redesign'', where execs benchmark current processes, develop solutions to close the gap, and get buy-in from key stakeholders to develop their process improvement plan. Finally, "process deployment" is when execs implement the process improvement plan, measure their results, obtain feedback from customers, and complete the whole BPR process again. (Slide 7)
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As BPR can be complicated to implement, there are some common tools business operators and managers can use. There are eight common tools execs can use inside the BPR framework. The first is IT to help implement process-oriented structures, automate process monitoring, and reduce delays and downtime. IT improvement solutions should be looked into to avoid process stagnation. For larger organizations, IT overhauls are a huge undertaking and can often create resistance to change.
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Second is Change Management, which execs use to coach individuals and teams to overcome resistance to change, which typically follows a standard pattern. Business Benchmarking compares the organization's processes against its top competitor to strive for best-in-class performance. Value Chain Analysis inspects the entire value chain to lower costs and increase output across all business activities. Activity-based accounting is a process-oriented way to control costs so funds move away from areas of indirect benefit. Lastly, execs can implement tools to ensure teams self-monitor and are motivated to complete tasks autonomously. (Slide 8)
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So what impact does BPR have? This BPR service level graph BPR begins with a "definition" of the current process to nudge them towards more value and flows from specific to broad objectives. It demonstrates how BPR can possibly reshape an enterprise as it redefines the whole organization's strategic value proposition. As objectives progress, they lead to broader changes.
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For instance, as process efficiency improves with BPR and new BPR best practices are leveraged, the focus on function-specific projects expands into core business processes, and value expansion happens. Value chains are focused on and optimized through business process redesign and as the redesign reaps benefits for the organization, an entire enterprise-wide transformation occurs. As this occurs, the organization's strategic value is ultimately redefined and more innovative. (Slide 11)
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To solidify an organization's transformation with the BPR framework, the need to manage expectations into a long-lasting transformation is key. That's why leaders should pay attention to change management to assist their organizations through transitional times. The change management curve represents the stages of this transition, with the initial shock and denial, to anger and fear as the old ways are disrupted, and eventually a stage of acceptance that becomes a long-lasting commitment to the change.
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You can use the change management curve as a timeline. Edit the stages on this slide to fiscal quarters, for example, to represent where in the process your organization falls and where it hopes to be over a year's time. (Slide 13)
What does that transformation look like in action? In May of 2015, Airbnb had a process problem. Designers had to wait on engineers to write code to visualize mockups on-screen, while engineers had to wait for researchers to validate a product, only to learn some of their fundamental assumptions were off. This approach used research as a validation tool and lacked true engagement between teams at the earliest stages of the process. Their product designers, engineers, and researchers operated in a functional capacity instead of a process-oriented one.
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Through a collaborative BPR process, the 300-person product team spent nine months to entirely revamp the process to improve efficiency and capture more value. They created a single digital collaboration environment where designers and engineers could work together in real-time to update and redesign prototypes. This took a process that used to take days for product revisions and reengineered it to take 45 minutes. In this instance, Airbnb used IT to streamline their systems, change management to coach the team through a nine-month whole system redesign, and changed their internal value chain to prioritize outcomes instead of features. And they incorporated the research team early into the process so the design could be iterative, streamlined, and tested early to achieve the best results.
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This process orientation ultimately made the product team more lean, holistic, team-oriented, and autonomous as workers knew they could trust each other since the digital platform showed all updates and data in one place. If your current workflows are holding back more profitable outcomes, you need this presentation. Download the Business Process Re-engineering (BPR) presentation for more slides on Gap Analysis, benchmarking, value chain analysis, and top BPR strategies, plus many more to save time and hours of work.
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