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Business Process Redesign (BPR)

Business Process Redesign (BPR)

What Is Business Process Redesign (BPR)?

The term business process redesign alludes to a complete upgrade of a company's key business process with the objective of achieving a quantum bounce in performance measures, for example, return on investment (ROI), cost reduction, and quality of service. Business processes that can be redesigned envelop the complete scope of critical processes, from manufacturing and production to sales and customer service. Businesses might call in experts to direct or help with the redesign.

Understanding Business Process Redesign (BPR)

The term business process redesign is additionally alluded to as business process reengineering or business process transformation. Redesigning became well known during the 1990s as a way for business leaders to zero in on adjusting to changing technology and different powers in their industries. This requires a survey of the company's current workflow and cycle structure and redesiging it to make it more efficient. Since they require a certain degree of mastery, a few companies might require outer gatherings to survey, design, and carry out any changes.

Many companies go through business process redesigns due to changes in the industry that require new infrastructure to stay competitive. Now and again, companies might be required to roll out extremist improvements by completely rejecting their processes and embracing new ones. For instance, if a more efficient approach to manufacturing a product or getting to a resource is developed, a business might be constrained to abandon its processes and take on new ones to stay side by side of its friends.

Industry powers might expect companies to go through business process redesigns to stay competitive — some might be more extremist than others.

A regulatory order could require new safety measures to be remembered for a manufacturing cycle — a step that powers the company to revise its workflow. For example, lead was restricted from being utilized in the production of household paints, as well as in the production of toys and different things. Companies that pre-owned lead in their products needed to improve their processes to cease utilizing it and to track down ways of supplanting it as a fixing.

A few companies might have to consider wiping out parts of their business that hurt their profit. A cycle redesign could be sent off to reduce costs. This might include consolidation, staff reductions, more tight budgeting, selling unprofitable operations, and shutting offices and different facilities. Executive positions and layers of management might be dispensed with to narrow the channels of authority.

Special Considerations

Companies genuinely must survey their operations, mission statements, and other key parts before going through any changes in their business processes. For example, they might consider:

  • Distinguishing their key customers
  • Determining how the business conveys value
  • Inquiring as to whether they need a redesign or just reclassify themselves all in all
  • Contrasting their mission with their long-term objectives

On the off chance that a redesign seems OK, it's essential for a business to consider going through a series of steps including:

  • Setting up clear objectives and aims
  • Distinguishing core business processes
  • Determining any gaps or areas that require improvement
  • Designing and creating changes
  • Executing and monitoring changes

Limitations of Business Process Redesign (BPR)

Subsequent to surveying and planning the processes that currently drive the business, the redesign frequently means to dispense with unproductive departments or layers and any redundancies of the operation. The focal point of the redesign can be to augment parts of the business that can create the best revenue and returns for the organization. That might mean the changes follow a narrow path, just repositioning the neediest parts of the company.

At times, the redesign might adopt a more broad strategy, venturing into each department and division. Broad redesigns might be additional tedious and cause more disruption.

The redesign can upset operations for a while and change who employees report to, realign and consolidate divisions, or kill certain parts of the business. Two major reactions of business process redesign are as follows:

  1. It might involve a large number of job redundancies or layoffs.
  2. It accepts that defective business processes are the principal justification for the company's poor performance when different factors may likewise be responsible for under-performance.


  • BPRs might be costly and tedious, and may likewise lead to cutbacks and the disruption of workflow.
  • A BPR further develops productivity by cutting slack and excess, decreasing costs, and honing management.
  • Business process redesign is a complete update of a company's key business processes.
  • Achievement is much of the time estimated utilizing profitability metrics.