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 APA6 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. Purchase the answer to view it

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

Introduction
Business process redesign is a critical organizational endeavor aimed at improving efficiency, increasing productivity, and enhancing customer satisfaction. However, undertaking such a redesign can be a complex and challenging process, with numerous potential pitfalls and risks of failure. This paper examines the experiences of a company involved in a business process redesign, specifically exploring what went right and what went wrong. Additionally, strategies for mitigating risks and minimizing failures will be discussed.

Body

What Went Right During the Redesign

During the business process redesign, several positive aspects emerged. Firstly, the company prioritized clear communication and collaboration among all stakeholders. This allowed for a comprehensive understanding of current processes and the desired outcomes, minimizing misunderstandings and facilitating a smoother redesign process. Regular updates and status reports ensured that everyone involved remained informed and aligned.

A second success was the involvement of cross-functional teams. By including individuals from various departments and levels of the organization, a diverse range of perspectives and expertise were brought to the table. This enabled a more holistic approach and enhanced the likelihood of identifying and addressing potential issues.

Furthermore, the company diligently allocated appropriate resources to the redesign effort, including access to necessary technology, tools, and training. This investment in resources guaranteed that employees were equipped to adapt to the redesign and provided a solid foundation for success. Additionally, the company proactively provided support mechanisms such as mentoring and coaching to help employees navigate the change process, further contributing to positive outcomes.

What Went Wrong During the Redesign

While the redesign process had several successes, there were also areas where things did not go as planned. One major challenge was the resistance to change exhibited by some employees. Despite the comprehensive communication strategy, some individuals were reluctant to adopt new processes or techniques, leading to delays and inefficiencies in implementation. In hindsight, more emphasis could have been placed on change management strategies to address this resistance effectively.

Another issue that arose during the redesign was the lack of clarity regarding roles and responsibilities within the newly designed processes. This ambiguity caused confusion and duplication of efforts, impacting the overall efficiency of the redesigned processes. Better planning and documentation could have mitigated this issue, ensuring that roles and responsibilities were clearly defined from the outset.

Additionally, the redesign process encountered unforeseen external factors, such as changes in market dynamics or regulatory requirements. These external factors disrupted the implementation of the new processes, requiring frequent iterations and adjustments. A more thorough analysis of the external environment preceding the redesign could have provided better insights into potential challenges and enabled proactive risk management strategies.

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