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Marketing and finance. Business process reengineering (BPR) is a management
approach aiming at improvements by means of elevating ...
... Marketing & Finance This Marketing department looks at which product are needed
to be built and the Finance department looks at how much it will cost to launch ...
... From the initial phase of product design to the manufacturing of the product the
operations manager must work with marketing, finance, R&D and human resources. ...
... Assessment of the reasons for the problems are taken from the perspectives of Human
Resources, Operations, Marketing, Finance and Accounting, and Information ...
... Finance - sales forecasts will also be an important part of the budgets produced
by the finance department as marketing costs money ? not only is the ...
Submitted by doc2401 on January 6, 2008
Category: Miscellaneous
Words: 4479 | Pages: 18
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Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.
Business process reengineering is also known as BPR, Business Process Redesign, Business Transformation, or Business Process Change Management.
History
In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published an article in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate non-value adding work, rather than using technology for automating it (Hammer 1990). This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing work rather than using it as an enabler for making non-value adding work obsolete.
Hammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. A similar idea was advocated by Thomas H. Davenport and J. Short (1990), at that time a member of the Ernst & Young research center, in a paper published in the Sloan Management Review the same year as Hammer published his paper.
This idea, to unbiasedly review a company's business processes, was rapidly adopted by a huge number of firms, which were striving for renewed competitiveness, which they had lost due to the market entrance of...
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