Dear all,
Having used BPR in an organisation where we did manage to turn it
round and deliver measurable improvements of a huge scale, I offer
the following comments. My experience is from the point of view of
the client NOT the consult. This is, in my opinion, highly relevant
because the consult never has to live with the consequences of
improvement initiatives, and if they do, they usually blame the
client.
The key reasons why we were successful are:
1. We knew where our weaknesses were by undertaking and analysing a
customer satisfaction survey.
1. We used one "vehicle" across the entire organisation, covering ALL
area of business effectiveness to provide the focus on improvement.
This was called TQP - total quality processes. I am sorry if some
feel the labelling here is not important - it is! The label must
convey to the employees what the change is NOT about. In our case it
was not about BPR solely, although that was an element and it was NOT
solely about management, thus TQM was an unsuitable label.
Total = involves everybody, not just the quality or change management
bores!
Quality expresses that we were looking to improve effectiveness
across all aspects of our business, not , for example, confining it
to service delivery but encompassing internal functions such as HR,
or as we call it, managing capability.
Processes emphasised that our approach was to change through the
processes.
2. Our TQP vehicle involved 11 initiatives-
project management
market testing
rationalisation
cost reduction
reward management
training
business management
business systems
performance measures
technical strategy
secondary competition
The point here is that BPR alone WILL NOT MAKE MUCH DIFFERENCE
The only way to achieve deep lasting change is to change
the way the organisation works. To change the processes. All
processes in which we are involved are examined using a rigorous
input/output method (BPR for the change experts, but do not be daft
enough to describe it as this to the office clerk - you will be able
to see them switch off immediately!)
Instead explain to them that everyone is involved in a web of
customer/supplier relationships. Get them to understand that everyone
has customers and suppliers, even the internal providers of your
organisation.
REGARDS
Graham Kettles