If 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: Analysis of Business Process Redesign: A Case Study

Business process redesign (BPR) is a critical undertaking for organizations aiming to enhance operational efficiency, customer satisfaction, and overall performance. This paper examines a redesign initiative undertaken by XYZ Company, evaluating what went right and wrong during the process and providing recommendations for minimizing the risk of failure.


1. What went right during the redesign:
During the BPR project at XYZ Company, several aspects of the redesign were successful. Firstly, a comprehensive analysis of the existing processes was conducted, enabling a clear understanding of the organization’s challenges and inefficiencies. This initial step allowed for a well-informed foundation upon which the rest of the project could be built.

Secondly, cross-functional teams comprising individuals from various departments were formed. This facilitated collaboration, knowledge sharing, and a holistic understanding of the organization’s operations. As a result, better insights and innovative solutions emerged, leading to more effective process redesign.

Furthermore, XYZ Company’s management provided strong support throughout the project. They appointed dedicated project leaders, allocated adequate resources, and ensured that the importance of the project was communicated to all employees. This top-down commitment was vital in gaining employee buy-in and fostering a positive attitude towards change.

2. What went wrong during the redesign:
Despite the successful aspects, several challenges were encountered during the BPR project at XYZ Company. One major issue was inadequate communication and transparency. While management provided support, there was a lack of clear communication regarding project objectives, milestones, and progress updates to the wider organization. This resulted in resistance, confusion, and decreased employee engagement.

Additionally, the redesign process faced delays due to a lack of real-time data availability. The organization relied on outdated systems and manual processes, resulting in inaccurate and incomplete information. This hindered the ability to make informed decisions and slowed down the redesign implementation.

Moreover, a lack of proper change management practices hindered the success of the redesign. Insufficient training and education programs were provided to employees, leading to resistance and reluctance to adopt new processes. Consequently, the anticipated benefits of the redesign were not fully realized, and the organization struggled to achieve the desired outcomes.

3. Recommendations for minimizing the risk of failure:
To improve the chances of success in future BPR initiatives, XYZ Company could implement several strategies. Firstly, improving communication channels and ensuring transparency throughout the project will be critical. Regular progress updates, town hall meetings, and feedback sessions should be organized to keep employees informed and engaged in the redesign process.

Secondly, investing in modern technology and information systems is crucial. Upgrading existing systems and implementing real-time data collection and analysis tools will provide accurate and timely information for decision-making. This will enhance the effectiveness and efficiency of the redesign implementation.

Lastly, comprehensive change management strategies must be put in place. Proactive training programs, workshops, and mentoring should be provided to employees to facilitate a smooth transition to the new processes. Additionally, soliciting employee feedback and addressing concerns during the implementation phase will help to mitigate resistance and increase adoption rates.


In conclusion, the business process redesign initiative at XYZ Company exhibited both successful and challenging aspects. Adequate analysis, cross-functional collaboration, and management support were positive factors. In contrast, communication issues, lack of real-time data, and insufficient change management practices hindered the success of the project. By implementing effective communication strategies, improving technological infrastructure, and focusing on change management, organizations can minimize the risks associated with business process redesign and maximize the likelihood of success.

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