f you have you been involved with a company doing a redesign of business processes, discuss what went right during the redesign and what went wrong from your perspective. Additionally, provide a discussion on what could have been done better to minimize the risk of failure. If you have not yet been involved with a business process redesign, research a company that has recently completed one and discuss what went wrong, what went right, and how the company could have done a better job minimizing the risk of failure. Your paper should meet the following requirements: • Be approximately 4-6 pages in length, not including the required cover page and reference page. • Follow APA7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion. • Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources. • Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.

Title: Business Process Redesign: Analyzing Successes, Failures, and Minimizing Risk

Business process redesign is a strategic approach that organizations undertake to enhance their operations, increase efficiency, and achieve sustainable competitive advantage. Successful business process redesign initiatives require careful planning, implementation, and evaluation. This paper aims to evaluate the successes and failures of a business process redesign (BPR) project, and provide recommendations for minimizing the risk of failure. If not involved in a BPR project, an analysis of a company that recently underwent the process will be conducted.


I. Successes during the Redesign:

A. Identification of Improvement Areas: One aspect that went right during the redesign process was the identification of key improvement areas. This involved conducting a thorough analysis of existing processes, gathering feedback from stakeholders, and utilizing tools such as process mapping and value stream analysis. By clearly identifying areas for improvement, the organization was able to focus its efforts on creating more efficient and effective processes.

B. Engagement and Collaboration: Another success was the establishment of a culture of engagement and collaboration among employees throughout the organization. This was achieved through regular communication channels, town hall meetings, and the creation of cross-functional teams. The involvement of employees from various departments in the redesign process resulted in a diversity of perspectives, leading to more innovative and well-rounded solutions.

C. Technology Integration: Successful integration of new technologies played a vital role in achieving positive outcomes. Automation, artificial intelligence, and advanced analytics were leveraged to streamline processes, reduce manual efforts, and provide real-time data for decision-making. This enabled the organization to respond quickly to changing market conditions and customer demands, leading to increased customer satisfaction and improved operational efficiency.

II. Failures during the Redesign:

A. Resistance to Change: One significant challenge during the redesign process was resistance to change from employees. This resistance stemmed from fear of job loss, lack of understanding of the benefits, and skepticism about the success of the project. This resulted in delays, increased costs, and a level of resistance that impacted the overall success of the redesign initiative.

B. Inadequate Training and Communication: Insufficient training and communication channels were identified as another failure. Proper training and clear communication of the objectives, benefits, and changes involved in the redesign process are crucial for employee buy-in and successful implementation. In this case, employees reported being confused about new processes and lacked the necessary skills to effectively carry out their roles, resulting in decreased productivity and morale.

C. Lack of Project Management: The absence of effective project management was a significant factor contributing to failure. Project management plays a critical role in ensuring the successful execution of a redesign initiative. It includes defining clear goals, establishing timelines, allocating resources, and monitoring progress. In this particular project, the lack of project management led to scope creep, missed deadlines, and a lack of accountability, ultimately hindering the project’s success.

III. Improvements for Minimizing the Risk of Failure:

To minimize the risk of failure in future BPR initiatives, the following improvements can be implemented:

A. Change Management Strategy: A comprehensive change management strategy should be developed and implemented to address employee resistance and ensure effective communication, training, and engagement throughout the redesign process. This strategy should include timely and transparent communication, targeted training programs, and incentives to encourage employee participation and adoption.

B. Effective Project Management: A strong project management approach is essential for successful BPR initiatives. This includes appointing a dedicated project manager, establishing clear project goals and objectives, developing a detailed project plan, and actively monitoring progress to keep the project on track.

C. Continuous Evaluation and Improvement: Implementing a process for ongoing evaluation and improvement is crucial in mitigating risks and ensuring long-term success. Regular audits, post-implementation reviews, and the establishment of performance metrics will allow for timely identification of issues and the implementation of corrective measures.


Business process redesign initiatives offer organizations the opportunity to optimize their operations and achieve improved performance. Understanding the successes and failures of these initiatives is vital for future planning and implementation. Through proper identification of improvement areas, engagement and collaboration, and effective technology integration, organizations can increase the likelihood of success during the redesign process. Addressing challenges such as resistance to change, inadequate training and communication, and the lack of project management will minimize the risk of failure and contribute to overall project success. By adopting a proactive approach with a strong change management strategy, effective project management, and continuous evaluation and improvement, organizations can increase the chances of conducting successful business process redesign initiatives.

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