Identify the key aspects of Business Process Engineering from the following:
A. Radical Redesign
B. Operational Redesign
C. Fundamental Rethinking
D. Dramatic Results
E. Operational Transformation

Choose the correct answer from the options given below:

Correct option is B

Business Process Reengineering (BPR) is a management approach introduced by Michael Hammer and James Champy in the early 1990s. It involves the fundamental rethinking and radical redesign of business processes to achieve significant improvements in cost, quality, speed, and service.

Key Aspects of BPR:

1. Fundamental Rethinking (C) – BPR requires organizations to question why a process exists and whether it can be completely restructured or eliminated.

2. Radical Redesign (A) – Unlike incremental improvements, BPR involves bold and transformative changes rather than minor adjustments.

3. Dramatic Results (D) – BPR aims for significant performance improvements, such as cost reductions, cycle time reduction, and quality enhancement, rather than small, gradual gains.

Why These Aspects Matter?

• BPR is not about modest improvements; it seeks groundbreaking enhancements in efficiency.

• Companies like Ford, IBM, and GE have successfully applied BPR to cut costs and improve performance.

• BPR often integrates technology, particularly ERP and automation, to streamline processes.

Information Booster:

• Origin: Coined by Michael Hammer in 1990 in his Harvard Business Review article "Reengineering Work: Don’t Automate, Obliterate."

• Goal: To radically improve critical performance measures such as cost, quality, service, and speed.

• BPR vs. Continuous Improvement: Unlike TQM (Total Quality Management) or Six Sigma, BPR focuses on major changes rather than incremental process enhancements.

Additional Knowledge:

(B) Operational Redesign

• Operational redesign focuses on gradual improvements and efficiency optimization in existing processes.

• It is more aligned with business process improvement (BPI) rather than BPR, which aims for radical changes.

(E) Operational Transformation

• Operational transformation involves adopting new technologies and modernizing existing workflows but does not necessarily require fundamental rethinking or radical redesign.

• It is a long-term evolution rather than an immediate dramatic shift.