Anoter

1. THE NEED OF
BUSINESS PROCESS RE-
ENGINEERING IN PRIVATE
SECTOR
Hassan El-Meligy
Management Consultant

2. TABLE OF CONTENTS
Preface
Approach
Strategy
Peoples
Tools
Technology
Closure

3. PREFACE
There is no actually a problem with naming conventions especially in
the are of restructuring. I don’t face a issue here, there isn’t an issue
here. But we find several management and turnaround terms are
mostly doing similar things if not the same. Or at least they are mean
to help in achieving one target. Which is better performance
consequently better productivity
Call it soft restructuring, hard restructuring, organization
restructuring, process modeling mapping or business process
engineering. They are mixed up even if you are told they are not.
I prefer business process re-engineering although the focus is
business re-engineering is usually used for administration processes
while I see that it could be used for anything you like to re-engineer.
In all aspects and respects all fall udner Quality improvement that
leads to the same objectives.

4. APPROACH
Approach or methodology is more the same for every
expert with a good experiences. Your references and input
are (what was the history, current situation, best practices,
lessons learned and desired situation).
As a matter of fact desired situation should be based on
desired objectives mainly financially with some value for the
shareholders like EPS or social benefits followed by
economical leads to financial mainly strong economy with
higher GDP
The standard know approach of BPR is moving form an
(AS-IS) to a (TO-BE) and the distance between might be
long or short but it should be sustainable and doable with
no dreams.
Finally BPR done to an organization could be used for peer
comparative analysis with similar organization. Some big
bank approach is to ignore the current situation if you are
crazy and you could afford and execute a BPR for new
objectives.

5. STRATEGY
What strategy get to do with BPR
Do a BPR based on a current strategy that has objectives and
organization change
Or Make sure to revisit the strategy and build a proper BPR
If there is not strategy at all and no one needs to build one for some
reasons. Then align to a simple BPR with clear objectives. Works with
cutting cost BPR
Smart expert create a strategy at the end or midway of the BPR…
you need to thing about that
Use KPI and KSF during the execution of a BPR and after the
operation

6. PEOPLE
Well, people are the most available obstacle in not following a
process.
To follow a process in an organization you need have either an
incentive program for those running the process or be a dictator
Not necessary giving benefits but taking them might be a bad
solution but it work. You get the total salary but deduction will
happen if you fail to reach the process target
For me there a bit of hope in people running processes in a team;
never seen an environment that follows with happiness
People here include their managers and C’s who are actually the
main or first disaster for making a process to fail (why) because the
manage or the C’s are not following the process and playing ad-hoc
all the time. Applies for famiy business and one-man-show
operations

7. TOOLS
BPR are tools are numerous and there is a tool that fits for each and
every industry.
But simplicity is the issue, no need to complete the BPR as it is
already complicated dealing with processes, people and required
output.
Use the simplest tools whether for drawing process or only writing
them. Skip long explanation and details but your client will not like
that.
Best BPR is radical, we need to discuss how we moved from A to B or
(A to B to C) if we know already that C will do the job, so why I have
to explain the legacies when it is only waste of time.
Imagine you are saving a patient life, current status needs to be fas

8. TECHNOLOGY
I am sorry to say technology is not becoming an enabler to the
process. Technology is becoming crazy and becoming sometimes the
process itself. With the new apps and cloud apps (not an issue of
storage) with BI 50% to 100% of the process progress and steps could
be replaced by technology.
It does not happen in developing countries because of many reasons
as they think technology will replace them so they set lots of obstacle
and increase the resistance even unintentionally. You cannot take
away people and replace them with robots. It sounds creep but it will
happen. It is already happening in many industries but people are
watching.
Technology is not limited to ICT.. Think beyond that

9. CLOSURE
This issue is never closed and will stay open forever, BPR is dealt with
differently every time you take a new project;
Beware of the industry in details, people and relation to the strategy
and required objective.
Be close to the people while you do BPR, never try to exclude or
layoff people because of BPR nut you cannot avoided job rotation and
job re-describing changing roles and responsibilities
Be aware that people expect something and you expect another and
you both wrong. There is nothing called common expectation, so
have a clear deliverables form day one by running a pilot process so it
gets approved then do the rest and keep piloting.

10. WITH GOOD LUCK
Yes, you need a good luck to work with people who love to change…
Not many really in the world would.
I made over 25 BPR project besides other types mainly for governments
Private sector are not really following any process
On process for the people is the payroll as they get the slary
The rest is boring
Hassan El-Meligy
h.meligy@ieee.org
Management Consultant
Masters of Science in Business Information Technology
Middlesex University