Business Process Reengineering

business process reengineering expert: Peter Carter
Business Process Reengineering expert: Peter Carter

Peter Carter is Managing Director of Process Flip, a UK firm providing consultancy and training services in business process reengineering and associated areas.

An Introductory Guide

by Peter Carter

Business process reengineering (often referred to by the acronym BPR) is the main way in which organizations become more efficient and modernize. Business process reengineering transforms an organization in ways that directly affect performance.

The impact of BPR on organizational performance

The two cornerstones of any organization are the people and the processes. If individuals are motivated and working hard, yet the business processes are cumbersome and non-essential activities remain, organizational performance will be poor. Business Process Reengineering is the key to transforming how people work. What appear to be minor changes in processes can have dramatic effects on cash flow, service delivery and customer satisfaction. Even the act of documenting business processes alone will typically improve organizational efficiency by 10%.

How to implement a BPR project

The best way to map and improve the organization's procedures is to take a top down approach, and not undertake a project in isolation. That means: Once these building blocks are in place, the BPR exercise can begin.

Tools to support BPR

When a BPR project is undertaken across the organization, it can require managing a massive amount of information about the processes, data and systems. If you don't have an excellent tool to support BPR, the management of this information can become an impossible task. The use of a good BPR/documentation tool is vital in any BPR project.

The types of attributes you should look for in BPR software are:

The software we use by choice is 2c8, a very comprehensive Swedish system that has been translated into English. 2c8 meets all the above requirements, and many more, and is better than any system originated in English that we have seen.


To be successful, business process reengineering projects need to be top down, taking in the complete organization, and the full end to end processes. It needs to be supported by tools that make processes easy to track and analyze.

(c)2005 Peter Carter

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