A 3 page paper discussing some of the business process reengineering methodologies presented in the article, "Business process change: a study of methodologies, techniques, and tools." The methodologies that the researchers present and propose must be regarded as broad guides into which the organization fits its specific needs. The overriding message is that businesses must ensure that they redesign a sufficient portion of existing business processes so that they effect real change and true BPR, rather than only a different way of doing things that brings no real benefit. Bibliography lists 3 sources.
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and James Champy first proposed "blowing up" existing business processes in the early 1990s, their focus was on the end result rather than how to approach setting off the blast.
Kettinger, Teng and Guha (1997) provide an overview of several possible approaches to effecting business process reengineering (BPR). The purpose here is to review these approaches and provide
examples for each. Stages and Activities (S-A) Framework What Kettinger, Teng and Guha (1997) refer to as the S-A Framework is the result
of their compilation of at least 25 separate BPR methodologies they discovered in their research into approaches to designing and implementing BPR within the organization. Thus the S-A Framework
contains items that may or may not be applicable to every organization seeking BPR. Those most applicable and appropriate for a specific organization can be chosen for use, as
the organization leaves other aspects behind. The danger with this "cafeteria approach" to BPR components is that the organization could place much time and significant financial resources into a
project that ultimately produces very little real and lasting change in terms of BPR. This is one rationale for Hammer and Champys (1993) insistence on "blowing up" all existing
systems and starting from scratch. The ISS Approach The methodology that Kettinger, Teng and Guha (1997) found at International Systems and Services (ISS)
consisted of identifying and categorizing targets; assessing existing business processes; designing alternative business processes; implementing those business processes; and then monitoring the results.
This is an approach to BPR that can be implemented one area at a time. That area can be an entire business unit or a department within the larger
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