Creating a framework for successful reengineering

Article Abstract:

The adoption of an effective large-scale framework is critical in realizing the intended goals of business process reengineering (BPR). A systematic approach must be adopted in order to manipulate the multidimensional nature of organizational dynamics. Developing a strategic framework for BPR is usually initiated by determining the mission, goals and vision of the whole process and then transactional level. However, the process must not be driven by organizational politics, but instead, must be focused on the realization of its compelling needs.

Reengineering (Management)

---

Focus through shared vision

Article Abstract:

Companies working under a shared vision enjoy the benefits of simplified operation and unified transformation. Creating a shared vision within an organization requires generating information and feedbacks from all the concerned people. In the process, the nature of shared vision must be explicitly conveyed. The resulting views and insights are to be drafted and distributed to all employees for evaluation. And then, a final draft for last improvements must be prepared before its implementation.

Methods, Goal setting

---

Surviving - and thriving - in a hypercompetitive economy

Article Abstract:

The strategic planning and management practices used by 600 organizations are examined to find which programs can adequately prevent and correct the rise of organizational downturns and failures. Results reveal the importance of quick and effective implementation of goals and strategic plans. Managers are also advised to conduct organizational assessments as well as enhance information gathering efforts.

Planning, Analysis, Business planning, Management by objectives

Similar abstracts:

• Abstracts: Putting the engine into reengineering. Business process reengineering in the public sector: trying to get another frog to fly?
• Abstracts: Experiential Marketing. The changing nature of theory and practice in marketing: on the value of synchrony. Internal networks for internal marketing
• Abstracts: Teams need more than enthusiasm to succeed. Synchronized team thinking: the secret to continuous improvement at Lucent Technologies

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.