Pre-system and post-Management of BPR

The core of business process reengineering: the organizational structure should be centered on outputs rather than tasks. It is also illustrated with a simple example. However, in actual operations, we may find that actual operations are often quite difficult, and the output results are often difficult to satisfy senior managers. There are two main reasons for this:

When we choose senior consultants from companies such as IBM or Oracle to help us with this kind of work, we will not talk about the level of their consultants, because their consultants are quite familiar with their information systems, therefore, its main purpose is to smoothly use its system. Because the basic principle is Informatization for the sake of information, rather than from the basic perspective of the enterprise, so there are quite a number of such cases in its BPR project, the root cause is the differences between enterprises, as a result, the culture and habits are different. In Qing Xuan's view, each enterprise has different survival traits or concerns. informatization is an enterprise's nervous system, of course it should be slightly different. Forced transplantation will certainly have an exclusive response.

When we pull our own staff, the probability of chaotic results is even greater. Originally, for enterprises, business process restructuring and the optimization of their own elites is the best choice, however, the experience and level of the company's personnel determine the success or failure of the project results. Generally, employees of the enterprise do not understand the true characteristics of the enterprise, or understand the true characteristics of the enterprise, but lack the correct idea of best practices, which leads to confusion due to lack of correct ideas, this is a waste of resources. It is quite common that the basic principle of the actual process of the project is often "output" and "task" are crossed by them.

Why is this often the case when we are doing this type of BPR Projects as an enterprise's own elites? This is because the employees of the company will unconsciously feel the importance of "task.

This is correct. For enterprises, "tasks" are very important. It actually determines the result of BPR.

Is this a conflict? No. This is just a misunderstanding of the actual operator.

Another misunderstanding is that almost all people think that BPR is a task done by large companies, and small enterprises do not need it at all. If the actual operator thinks the same way, the correct idea will never come. Failure is inevitable if there is no correct working model.

Here is another interesting example:

Qing Xuan liked to eat snacks. There were two stores that were once doing "shrimp rensheng pan" chain stores. They both tasted good and both of them had a good business. One of the stores directly mixed the shrimps into the pork before they began to work. In some cases, Qing Xuan can eat a few shrimps in a raw pan. However, it was not enough, and it was getting worse and worse. In the end, the Business slowly failed. The main reason is that when you run your business, the employee will subconsciously save money for the boss and drop some shrimps, and the boss acquiesced in this situation, because this is the nature of the boss. Therefore, this "micro-enterprise" forms a convention and habit-maximizing profits. In the past, I lost myself. In another store, when cooking, the shrimps are placed separately, and each of them is fried with one shrimp. Because of this small detail, they have produced the concept of standardization, so the store is still booming today.

What does this example show?

First, it can explain the importance of "work", and secondly, it can be explained that any enterprise's BPR is inseparable from "tasks". Understanding "tasks" is the prerequisite for doing BPR, system-based management should be performed before the business process reengineering. Of course, there are many examples to illustrate. We will not talk about them here.

From this example, we have a good taste, and we can understand how to first system and then manage it: before doing the BPR, we must first break down and understand the "task ", first do the "task" best practices. When we complete our "task" process, we can boldly and simply implement the re-engineering with the goal of output. If this is not the case, when we reorganize the business process for an enterprise similar to the previous "xiaren shengpan store", we tend to easily get confused in the actual process, when the company is relatively small and simple, it may not have a big impact. For example, both store can directly perform BPR, but once the company is complex, it is easy to fail. In fact, when enterprises begin to make up their minds to do BPR, enterprises must be relatively complicated, although the concept of BPR is not a methodology for complex entities.