Business Change and Re-engineering最新文献

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BPR — to Redesign or not to Redesign? BPR——重新设计还是不重新设计?

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<52::AID-BCR57>3.0.CO;2-Y

T. Bryant, David Chan

Recent excitement and hype about Business Process Re-engineering (BPR) fails to concern itself with many of the details of the phenomenon itself. The concept of ‘process’ is ill-defined, as are the mechanisms for initiating and completing re-engineering exercises. Furthermore, however much the originators and proponents of BPR may protest, BPR in use is seen all too often as a covert way of downsizing (itself a polite euphemism for redundancy) whilst simultaneously loading further responsibility and demands on those staff who manage to retain their fixed-term positions. BPR is associated with obliteration and ruthlessness, but not in quite the ways Hammer and Champy would have us assume. The authors believe that many criticisms of BPR are well founded, but that some of the underlying principles and motivations of re-engineering retain their value if understood against a wider perspective of ‘Goal Directed Development’.

最近对业务流程再造(Business Process reengineering, BPR)的兴奋和大肆宣传没有关注到该现象本身的许多细节。“过程”的概念定义不清，启动和完成再工程练习的机制也是如此。此外，无论BPR的发起者和支持者如何抗议，BPR的使用往往被视为一种隐蔽的裁员方式(本身是裁员的委婉说法)，同时给那些设法保住固定职位的员工增加了更多的责任和要求。BPR与抹杀和无情联系在一起，但与Hammer和Champy让我们想象的方式并不完全一样。作者认为，对业务流程再造的许多批评是有充分根据的，但是，如果从更广泛的“目标导向的开发”的角度来理解，重新设计的一些基本原则和动机仍然具有其价值。

引用次数: 9

Focusing on the Client: Program Management at West Park Hospital 以客户为中心：西园医院项目管理

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<27::AID-BCR63>3.0.CO;2-C

Barry J. Monaghan, Carole A. Leacock, Gail G. Thompson

West Park Hospital knew it needed to redesign structures and re-engineer processes to maintain its competitive advantage—specialized, client focused rehabilitation and continuing care services. A major element of this redesign has been the transition to product-line, or program, management. It has taken several years to reach the current structure and, although results are good, the process has not always been simple. The hospital's experiences parallel those of businesses undertaking similar re-engineering initiatives. West Park advises other organizations to anticipate resistance to change, remain flexible, involve everyone, and recognize that it is impossible to communicate too often or too much.

西公园医院知道它需要重新设计结构和重新设计流程，以保持其竞争优势——专业的、以客户为中心的康复和持续护理服务。这种重新设计的一个主要元素是向产品线或程序管理的过渡。达到目前的结构花了几年时间，尽管结果很好，但过程并不总是简单的。该医院的经验与开展类似重组计划的企业的经验相似。West Park建议其他组织预测变革的阻力，保持灵活性，让每个人都参与进来，并认识到不可能太频繁或太多地沟通。

引用次数: 2

Issues and Dilemmas Facing Organizations in the Effective Implementation of BPR 组织有效实施业务流程再造所面临的问题与困境

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<38::AID-BCR60>3.0.CO;2-H

A. Braganza, A. Myers

Business process re-engineering (BPR) is a recent change phenomenon that has grabbed the attention of those working in public sector and private sector organizations. In the organizational sense BPR is identified as a key strategic initiative for achieving business improvement in the 1990s. The failure rate of such initiatives once undertaken, however, is reported to be quite high. Why should that be? This article provides some evidence as to why this could be the case. It draws on current literature which centres on three key issues, namely: classifying, planning and managing a BPR initiative. Each of these issues is discussed. There is also a lack of empirical evidence of the importance of these issues and the difficulties organisations face when undertaking a BPR initiative. It is all very well indicating a methodology should be followed for such an initiative, yet there is no indication as to how difficult it is to implement each stage of the methodology. Hence, the Information Systems Research Centre, based at Cranfield School of Management, wished to address these issues. The Centre undertook a survey of managers working in the public and private sector attending a symposium on BPR. Five success factors were identified as key to the successful implementation of a BPR initiative, namely: (1) induction; (2) providing skills; (3) commitment to the project; (4) changing roles and systems; and (5) changing culture, attitudes and behaviour. The relative importance, difficulties and implications of these are discussed.

业务流程再造(BPR)是最近出现的一种变化现象，引起了公共部门和私营部门组织工作人员的注意。在组织意义上，BPR被认为是20世纪90年代实现业务改进的关键战略举措。然而，据报道，这种主动行动一旦采取，失败率相当高。为什么会这样呢?本文提供了一些证据来说明为什么会出现这种情况。它借鉴了目前的文献，集中在三个关键问题上，即:分类，规划和管理业务流程再造倡议。讨论了这些问题中的每一个。对于这些问题的重要性以及组织在实施业务流程再造计划时面临的困难，也缺乏经验证据。这一切都很好地表明了应该为这样的计划遵循一种方法，但是没有表明实现方法的每个阶段有多么困难。因此，设在克兰菲尔德管理学院的信息系统研究中心希望解决这些问题。中心对参加业务流程重组专题讨论会的公营和私营部门的管理人员进行了调查。确定了五个成功因素是成功实施业务流程再造的关键，即:(1)诱导;(二)提供技能;(三)对项目的承诺;(4)角色和制度的转变;(5)改变文化、态度和行为。讨论了这些方法的相对重要性、困难和意义。

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引用次数: 18

Focusing on the Client: Program Management at West Park Hospital 以客户为中心:西园医院项目管理

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<27::AID-BCR63>3.0.CO;2-C

B. Monaghan, Carole A. Leacock, G. Thompson

西园医院知道，它需要重新设计结构和流程，以保持其竞争优势——专业化、以客户为中心的康复和持续护理服务。这种重新设计的一个主要元素是向产品线或项目管理的过渡。它花了几年时间才达到目前的结构，虽然结果很好，但过程并不总是简单的。这家医院的经历与那些进行类似重组计划的企业相似。West Park建议其他组织预见到变革的阻力，保持灵活性，让每个人都参与进来，并认识到沟通太频繁或太多是不可能的。

引用次数: 2

Successful Transformation: Strategic Evolution Management for Competitive Advantage 成功转型：竞争优势的战略进化管理

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<62::AID-BCR59>3.0.CO;2-P

Riitta Smeds

Manufacturing enterprises in eight European countries anticipate accelerating performance improvements in business processes, together with balancing problems and huge integration needs in information systems development. Evolution management practices differ according to national culture. In Finnish companies, a new successful mode of strategic evolution management has been identified, that builds on empowerment, innovation and systematic learning. In contrast to traditional strategic planning, the results are better competitive performance, IT-integrated business processes, less resistance to change, and a stepwise manageable development.

八个欧洲国家的制造业企业预计，业务流程的性能将加快提高，同时信息系统开发中也会出现平衡问题和巨大的集成需求。进化管理实践因民族文化而异。在芬兰公司中，已经确定了一种新的成功的战略演变管理模式，该模式建立在赋权、创新和系统学习的基础上。与传统的战略规划相比，其结果是更好的竞争绩效、IT集成的业务流程、更少的变革阻力以及逐步可管理的发展。

引用次数: 16

Re-Engineering Charter Life: Transforming a Long Term Assurer in South Africa 重塑特许人寿保险：南非长期保险公司转型

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<13::AID-BCR58>3.0.CO;2-5

Dan Remenyi

Despite the high failure rate among those who attempt to re-engineer or transform their businesses there are still a number of successes. This case study, which examines how a long time assurer in South Africa totally transformed its business, and in so doing improved their performance more than 10-fold, deals with the issues of changing marketing strategy, organizational structure, as well as establishing a learning organization and taking fuller advantage of outsourcing opportunities. The case study reports on a project which has now been operating for some 4 years and which has delivered some very substantial improvements in the performance of the organization.

尽管那些试图重新设计或改造业务的人失败率很高，但仍有一些成功案例。本案例研究考察了南非一家长期保险公司如何彻底改变其业务，并将其业绩提高了10倍以上，涉及改变营销战略、组织结构、建立学习型组织和充分利用外包机会等问题。该案例研究报告了一个项目，该项目目前已经运行了大约4年，在该组织的业绩方面取得了一些非常显著的改善。

引用次数: 0

The Boundaryless Organization 无边界组织

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<84::AID-BCR64>3.0.CO;2-V

A. Wensley

引用次数: 0

Methods for Business Process Redesign: Current State and Development Perspectives 业务流程重新设计的方法:当前状态和发展前景

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<73::AID-BCR61>3.0.CO;2-7

T. Hess, Hubert Oesterle

引用次数: 9

Re-inventing the Forecasting Process at a Multinational Pharmaceutical Firm 跨国制药公司预测流程的再创新

Business Change and Re-engineering

Pub Date : 1996-04-01 DOI: 10.1002/(SICI)1099-0828(199604)3:2<3::AID-BCR62>3.0.CO;2-T

Arthur G. Cook

In 1993–1994 Syntex Corporation re-engineered its sales and product forecasting processes in order to improve accuracy and responsiveness to rapidly changing market conditions in the pharmaceutical industry. The case study presented here details this re-engineering work and its global implementation.

1993–1994年，Syntex公司重新设计了其销售和产品预测流程，以提高准确性和对制药行业快速变化的市场条件的响应能力。这里介绍的案例研究详细介绍了这项重新设计工作及其全球实施情况。

引用次数: 0

The business change and re-engineering interview 业务变革和重新设计面试

Business Change and Re-engineering

Pub Date : 1996-01-01 DOI: 10.1002/(SICI)1099-0828(199601)3:1<2::AID-BCR51>3.0.CO;2-1

Steve Stanton

引用次数: 13

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