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The organizational process change dynamic through a theoretical lens of business process reengineering (BPR) models to identify success factors is explored. The change vision can be effectively communicated to the people by the top management, who are responsible for making the resources available to process workers to effectively do their job.

ABSTRACT Change management is a critical issue in the current fast-paced business environment. Organizations are being bombarded with global business change, innovations in communications, and rapidly evolving information systems capabilities. [...]

Successful business process improvement (BPI) depends on top management support, customer satisfaction, cross-functional team work and a systematic means of solving problems. The way work is done has to be radically changed, but within a guiding framework that takes full account of the existing situation. There needs to be a holistic approach, comprising a systematic guide to solving problems, an environment conducive to real change and worker empowerment. Several Caterpillar businesses initiated business process simplification and improvement (BPS/I) activities in shifting focus to improving inefficient office processes. The team included a management review team (MRT), project review team (PRT), macro process teams (MPT), and micro process teams. The MRT is the governing body. PRT comprises managers familiar with the specific processes being improved: MPTs are cross-functional. Support is secured by requiring each team member to sign a BPS/I mission statement for each project and each level of the group has one member from the level below. There are five main steps. The first is for the MRT to select critical business processes. Second, processes are mapped to understand the current set of processes and problems. After the team has mapped the process, improvement can take place, usually in the Caterpillar case, with simplification by breaking down the process into smaller parts. Brainstorming is used to encourage creative input. Each option is tested. The final step is the plan to implement the new process. The biggest impetus driving BPS/I success is the people doing the work and this calls for training which encourages creativity, improved decision-making skills and sound team work. Top management needs to ensure open continuous communication with and at all levels, visibly demonstrating commitment to BPS/I as well as managing fears of job loss. Technology is now being used to look at information re-engineering. An example of a successful project (the COEG customer-orientated engine graphics project) is described. The results from the COEG re-engineering process were impressive, as were those of other BPS/I projects. Process cycle times decreased by 50%, team work building has improved, better decisions are made and process improvement is now a way of life for employees. Lessons learnt include the need for employee involvement in decision-making, a team structure to guide employees in their new roles, release time for BPS/I team members and understanding the value of people. Yet, even with a strong commitment to change, benefits may not be realized because of poorly managed implementation. The Caterpillar model can be used as a high-level blueprint to guide BPI initiatives. The difference between success and failure hinges on the organization's view of re-engineering. Re-engineering must be carefully planned, properly financed and strongly reinforced. It must be included in the strategic plan, since top management has to be seen to be fully committed to the process of re-engineering organizational change.

Process reengineering involves the reconceptualization and transformation of work flows with the aid of information technology. Reengineering may fail if the management is unable to rethink work processes, insists upon a hierarchical organization structure, uses technology that is not integrated and fails to develop an information structure. A successful approach to reengineering involves gaining sponsorship within the organization, promoting cross-functionality among information systems and redesigning work processes.

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