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 2-4 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.

Title: An Analysis of Business Process Redesign: Lessons Learned and Future Improvements

Business process redesign (BPR) refers to the fundamental rethinking and radical redesign of processes to achieve dramatic improvements in performance, productivity, and cost-effectiveness. The successful implementation of BPR highly depends on various factors, such as effective planning, stakeholder involvement, and risk mitigation strategies. This paper aims to reflect on a personal experience with a business process redesign and analyze what went right and wrong during the process. Additionally, it will provide suggestions on how to minimize the risk of failure during future redesign projects.


What went right during the redesign:
During the business process redesign project, several aspects contributed to its success. Firstly, there was a strong commitment from top management to drive change, which resulted in the allocation of adequate resources and support necessary for the project’s execution. This commitment encouraged employee involvement and acceptance of the need for change, minimizing resistance.

Secondly, the project team followed a structured approach for BPR, utilizing well-established methodologies and techniques. The team conducted a thorough analysis of the current processes, identified inefficiencies and bottlenecks, and formulated clear objectives and performance metrics. This systematic approach allowed for a comprehensive understanding of the existing system and facilitated the identification of areas requiring improvement.

Furthermore, effective communication and collaboration among different stakeholders played a significant role in successful redesign. Regular meetings, workshops, and feedback sessions were conducted to ensure that all relevant parties understood and contributed to the project’s objectives and outcomes. This inclusivity led to a shared vision and a sense of ownership among employees, creating a conducive environment for change.

What went wrong during the redesign:
While the redesign project overall was successful, there were certain aspects that could have been improved to minimize risks and challenges. One of the significant obstacles encountered was inadequate change management strategies. Despite the commitment from top management, there was a lack of a comprehensive change management plan to address employee concerns and ease their transition into new processes. This resulted in resistance and limited adoption in certain areas, leading to delays and reduced effectiveness.

Additionally, the redesign project faced challenges due to insufficient understanding of the interdependencies between processes and systems. Some process changes inadvertently caused disruptions in other areas, leading to unexpected issues. This lack of holistic analysis and consideration of interrelated processes resulted in additional effort and problem-solving during the implementation phase.

Improvement recommendations to minimize the risk of failure:
To minimize risks and improve the success rate of future business process redesign projects, several key recommendations can be considered. Firstly, a robust change management plan should be developed and implemented, encompassing activities such as employee engagement, communication, and training. This plan should address potential resistance to change and facilitate a smooth transition for employees, ensuring their support and participation.

Secondly, a comprehensive analysis of the interdependencies between processes and systems should be conducted, taking into account the potential ripple effects of process changes. This analysis should identify potential risks and develop mitigation strategies to minimize disruption and unexpected issues during implementation.

Furthermore, cross-functional collaboration and involvement of all relevant stakeholders should be emphasized throughout the redesign project. This will promote transparency, shared understanding, and ownership, fostering commitment and support for the proposed changes.

Business process redesign projects can lead to significant improvements in organizational performance and efficiency. By examining both successful aspects and areas for improvement, organizations can learn valuable lessons and implement strategies to minimize the risks of failure in future endeavors. Key factors such as strong commitment from top management, structured approach, effective communication, and change management strategies will contribute to successful business process redesign, maximizing the potential benefits for the organization.

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