A RECENT LOOK AT BUSINESS PROCESS REENGINEERING WITH RESPECT TO INTRICACIES OF ORGANIZATIONAL CULTURE.

• Author: Roman, Hector

INTRODUCTION

An established management tool, business process reengineering, has been widely used as businesses strive for excellence and competitive advantage. This tool has been widely utilized across a multitude of present-day industries to revitalize existing respective business processes (Bhaskar, 2018; Weerakkody, Currie, & Ekanayake, 2003). The premise of this research is to emphasize the significance of the business process reengineering theory by providing a comprehensive account of its corresponding fundamentals regarding the subjects of concept, strategy, process, technology, organization, culture, misconceptions, structure, modeling, implementation, risks, benefits, and management. Business process reengineering intricacies are supported by evidence-based academic literature to represent associated viewpoints.

Business process reengineering is a widely utilized tool in a multitude of present-day industries to revitalize existing respective business processes. As stated by Bhaskar (2018) to contribute to the complete acceptance of respective company-wide business process reengineering endeavors, it is imperative to appropriately encompass cultural perspectives to motivate employees by continuously emphasizing the value of progressive procedural change. As a world-renowned process management model routinely utilized by industry practitioners, the concept of business process reengineering is grounded on developing a suitable organizational strategy focused on redesigning or completely replacing existing outdated business processes.

Within the guise of today's business process reengineering, a comprehensive overview of the impacting socio-cultural dynamics regarding the various intricacies of organizational culture, organizational citizenship behaviors, political, economic, social, technological, environmental, and legal (PESTEL) considerations, and corporate social responsibility is considered. Prior to conducting an exhaustive business process reengineering implementation, it is imperative to properly determine which processes are in danger of collapsing, due to failing to meet relative organizational requirements (Bhaskar, 2018). Consequently, before commencing a business process reengineering program, it is essential to decide upon the most dysfunctional processes in dire need of immediate attention, appropriately gauge the significant impact amongst outdated processes, and to conduct a feasibility analysis of processes meeting the predefined requisites for redesign (Bhaskar, 2018).

According to Joe and Victor (2015) complementary business process reengineering established various authorization approaches to empowering individual ream members to accomplish process-based objectives, which encompass the development of complementary management tools.

This study delivers a comprehensive overview of the impacting socio-cultural dynamics regarding the various intricacies of organizational culture, organizational citizenship behaviors, PESTEL considerations, and corporate social responsibility within the guise of current look at business process reengineering.

LITERATURE REVIEW

According to Bhaskar (2018) business process reengineering strategies revolves around achieving a drastic overhaul of outdated processes with the desired outcome of optimizing management approaches, enhancing accumulated resources, and dramatically improving performance measures. As stated by Bhaskar (2018) modernized corporations rely on business process reengineering methodologies to redesign to effectively rectify common organizational issues, such as finances, loss of competitive edge, market share degradation, and a lack of opportunistic developments. Consequently, while present-day corporations emphasize the importance of sustaining a high level of organizational performance, business process reengineering fundamentals has become a cornerstone for augmenting the effectiveness and efficiency of longstanding practices (Adelekan, Eze, & Nwaba, 2019).

Process

The overall purpose of business process reengineering practices is exclusively focused on processes, with the objective of assessing procedural workflow configurations to examine associated actions followed by generated anticipated results (Bhaskar, 2018). According to Bhaskar (2018) processes encompass an amalgamation of multifaceted interdependent tasks, which cohesively forms a business process to facilitate system flows according to corresponding organizational objectives (Bhaskar, 2018).

Furthermore, as stated by Kaberuka, Munene, Nkurunziza, and Ntayi (2019 there is a substantiated correlation between the heightened performance of organizations following adequate business process reengineering implementations and noticeable improvements in most interrelated leadership capabilities.

Technology

According to Bhaskar (2018) information technology systems are an integral component of business process reengineering programs due to establishing advanced capabilities in regard to developing innovative systems processes. Furthermore, while technologically advanced business systems are commonplace within modern-era corporations, said technologies serve as an enabling factor for instituting cutting-edge business process reengineering revitalization efforts (Bhaskar, 2018).

As stated by Adelekan, Eze, and Nwaba (2019 the evolution of modernized business process reengineering practices paved the way for enabling organizations to promote the use of innovative technological solutions to gain competitive advantages through member empowerment. However, prior to commencing a technologically focused business process reengineering implementation, it is critical to adequately measure prospective effects of information technology adaptations (Adelekan, Eze, & Nwaba, 2019).

Organization

As stated by Bhaskar (2018) business process reengineering programs serve as a catalyst for drastically impacting a multitude of current organizational processes due to its usual capability of supporting multidirectional progressive change. However, to heighten the success of business process reengineering conquests, a complete refashioning of existing business-based systems is necessary to maintain the integrity of long-term consistency of interrelated organizational components (Bhaskar, 2018).

According to Kaberuka et al. (2019) there is a direct correlation amongst a relative corporation's capabilities regarding adaptability, structuring hierarchical leadership, and organizational performance, and successful business process reengineering endeavors. Consequently, progressive business process reengineering developments has proven to contribute considerably to revamping organizational processes in order to sustain relevancy within hypercompetitive environments (Kaberuka et al. 2019; Haracic...