The process approach — an enhanced model for managing change

✍ Scribed by Colin Bainbridge

• Publisher: John Wiley and Sons
• Year: 1996
• Tongue: English
• Weight: 579 KB
• Volume: 5
• Category: Article
• ISSN: 1086-1718
• DOI: 10.1002/(sici)1099-1697(199601)5:1<49::aid-jsc194>3.0.co;2-f

✦ Synopsis

E (BRE)

or Business Process Redesign (BPR) has become a hot topic among academics, directors, managers and consultants in the last few years. Following on the success of BRE-led initiatives which resulted in dramatic pe@omance improvements in some US companies, the discipline has been eagerly greeted elsewhere as a means of designing new businesses and bringing about corporate renewal. But to date most of the attention surrounding these techniques has focused on the design of new processes for their businesses, rather than their impZementation. In this paper the author argues that the process model should be more actively used to help undertake and achieve strategic change, rather than to merely design it. This paper introduces a more detailed model of process for use in the c.Gange programme. It provides a framework which is comprehensive enough to incorporate the main supporting strands of a business-human resources, information technology and toolsand shows how a process-led approach can be used to assist in building and implementing a new organization rather than merely designing it.

'This paper assumes in the reader a basic level of understanding on the core aspects and thinking of BRE. In particular, an understanding of process as a concept is assumed.