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Get Help Now!Is reengineering just another management fad or does it offer something of lasting value?
I need help describe specific situations in which you would or would not recommend reengineering as a potential strategy. Please give me some support for your answers.
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SITUATIONS IN WHICH REENGINEERING WILL BE SUCCESSFUL
Top Management Sponsorship
Major business process change typically affects processes, technology, job roles and culture in the workplace. Significant changes to even one of these areas requires resources, money, and leadership. Changing them simultaneously is an extraordinary task. If top management does not provide strong and consistent support, most likely one of these three elements (money, resources, or leadership) will not be present over the life of the project, severely crippling your chances for success.
It may be true that consultants and reengineering managers give this topic a lot of attention. Mostly because current models of re-designing business processes use staff functions and consultants as change agents, and often the targeted organizations are not inviting the change. Without top management sponsorship, implementation efforts can be strongly resisted and ineffective.
Top management support for large companies with corporate staff organizations has another dimension. If the top management in the “line” organization and “staff” organization do not partner and become equal stakeholders in the change, AND you only have staff management support, you most likely are ill-prepared for a successful reengineering project (line management in this context are the top managers of the operation ultimately accountable for business performance — P&L, customer service, etc.). Projects that result in major change in an organization rarely succeed without top management support in the line organization.
Strategic Alignment
You should be able to tie your reengineering project goals back to key business objectives and the overall strategic direction for the organization. This linkage should show the thread from the top down, so each person can easily connect the overall business direction with your reengineering effort. You should be able to demonstrate this alignment from the perspective of financial performance, customer service, associate (employee) value, and the vision for the organization.
Reengineering projects not in alignment with the company’s strategic direction can be counterproductive. It is not unthinkable that an organization may make significant investments …
