Business process reengineering and flexibility: A case for unification

Abstract

Business process reengineering (BPR) offers a radical approach to improving the performance of an organization. However, although there have been successes BPR is recognized as a high-risk activity, prone to failure. There are a variety of reasons for this and this paper highlights one which is argued to be the lack of attention that BPR pays to flexibility and its inability to cope with a changing environment. The purpose of this article is to raise the issue of flexibility within BPR and an approach is taken that examines flexibility in other business functional areas, such as manufacturing, architecture, information systems, and organizational strategy, where there is an extensive literature that indicates the importance of flexibility. The lessons from these other areas are identified and some of the implications for BPR are highlighted. A number of proposals are made including the suggestion that a form of "flexibility analysis" be adopted as a stage in BPR projects. It is argued that this would help to move the focus of a BPR project away from the current requirements toward a longer term, more flexible, enduring set of requirements. Flexibility analysis also ensures analysis of the kinds of changes that might be required over time. and how such change could be accommodated in the reengineered processes.