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Volkswagen business process reengineering case study.
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business process reengineering case study.
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In today’s environment, with the emergence of different technologies, new products are introduced in the market which has caused the shift in the control to the customers; products and services are now designed according to the customers’ needs. Competition is also growing due to the existence of wider choice of the customer; products and services choices are not based on price anymore but on quality and pre or post-sale services. Changes as well are continuous, for instance, customers’ needs and technologies are constantly changing. In the business environment though, every business has the same goals which are to increase their market share and obtain the maximum of profits possible. To be able to realize those goals, every business must keep up with the changing environment, and undertake some business methods changes. One of those business method changes is the Business Process Reengineering or BPR which is not an easy change to implement. According to some studies, 70 percent of all BPR projects fail (Kliem 71), thus BPR is a high risk change as pointed out in our text book. Even though it is a high risk change, when it is well implemented, it can be really successful but its success depends on many factors such as “clear definition of objectives and methods; realistic expectations about results and requirements; appropriate sponsorship; a project scope commensurate with the sponsorship; adequate resources; speed in execution; and balance” (Infor 1). Kliem in Risk Management for business process reengineering stated, “BPR promises to improve the competitive position of the marketplace, offer service and process breakthroughs, provide customer satisfaction, provide greater understanding of the business, renew the organizatio...
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...ion of BPR is the reason of its failure while Chamberlin thinks that it’s the executives’ way of thinking. In my opinion, those two are both important reasons of failure of BPR.
Works Cited
Chamberlin, John, “Business Process Reengineering. A retrospective look. Part one.”,
Management Services; Winter2009, Vol. 53 Issue 4, p38-43
Grant, Delvin, “A Wider View of Business Process Reengineering”, Communications of the ACM;
Feb2002, Vol.45 Issue 2, 6p
Olalla, Marta Fossas, “Information Technology in Business Process Reengineering”,
International Advances in Economic Research; Aug2000, Vol. 6 Issue 3, p581-586
Kliem, Ralph L., “Risk Management for Business Process Reengineering Projects”,
Information Systems Management; Fall2000, Vol. 17 Issue 4, p71-73
Wright, Mina; Adams, Peter, “Business Process Reengineering”, INFOR; Feb1996, Vol. 34 Issue 1, p1-2
Enterprise is an internationally known car rental, with more than “7,000 neighboring and airport locations throughout North America and Europe. Enterprise is the largest car rental brand in North America, well-known for its great rates, award-winning customer service and picking up local car rental customers at no extra cost” (About). Enterprise offers great leadership opportunities to its employees and helps them become entrepreneurs. They provide over 1 million job opportunities worldwide, this private company thrives its self in customer service because they thrive on being personable by creating relationships not just transactions
Several possible legal issues are evident in the scenario. In this scenario, the name Hallowed would receive protection as a trademark since it is a word that distinguishes the product from others. A trademark is understood as a design, symbol, phrase or word or a mix of these that distinguishes and identifies the source of the goods of one firm from those of other firms. A trade dress basically refers to the visual impression which is created by the totality of every element utilized in packaging or presenting a service or good for sale. In essence, it gives the product an identifiable and distinct look (Jameson 212). The name Hallowed cannot be a trade dress since it is not a visual expression, but rather a name.
Mistake 3: Fail to appreciate the power of fear. Maurer says “leaders should treat fear like death” Leading by fear and intimation creates a tense and solemn environment that could lead to a decrease in productivity and support. In my opinion, fear could be the quickest way to kill the success of an organization. Fear breeds slower production, slower production breeds a decrease in volume, and a decrease in volume breeds a decrease in
As modern organizations grew larger, skills become increasingly fragmented and specialized and positions become more functionally differentiated. (Hardy & Clegg, 1996). The best organizations/suppliers continuously update and upgrade their service deliveries in order to answer the demands of their customers. Customers have the ever-increasing demand on getting their hands into the new products which can lead to change in supplier if expectations are not met. This meant that organizations have to completely reformulate their conventional business aims and purposes from being process-focused to customer-centred. Organizations/suppliers are to highly differentiate their product range to meet and satisfy customers need. Rethinking and reformulating the organization on the other hand, entail the consideration of several factors such as various processes, technology, the environment as well as the success factors of people (Cohen & Moore, 2000). Hence, in order to bring out exceptional customer services within the organization operations, the management should employ fine-tuned organizational restructuring.
Bent’s attitude became more and more negative, and he stopped communicating well with his employees; he also stopped asking for their opinions and made decisions about the company himself, with little input from anyone else. He began to blame the employees for production and product quality issues, when it was really the fault of the downturn and ultimately his own failure to respond to the true problem. All of the later Engstrom problems can be traced back to Bent’s failure to accommodate, readjust, and realign the Scanlon Plan that was already in place at Engstrom; as a result, he became more and more confused and frustrated, as did his
Bjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
This may appear to be successful from a business perspective, but it cannot hope to solve
In addition to Kotter and Lewin there are other change models, including Business Process Reengineering (BPR). BPR focuses on the improvement of particular processes within a company in order to create a more efficient, less costly, and overall more effective structure for a business (Pellicelli, Meo, and Cioffi, 2012). BPR holds a strong top-down approach, relying on leadership to assess and review current processes, as they relate to cost, effectiveness, and ultimately how the customer receives the service or product the firm provides (Pellicelli et all., 2012). The model imperatively asserts that leadership be skilled and observant, while the process is ongoing, that the flow of information is constant, and that change be results driven
What are the three or four most important drivers of Microsoft’s business model over the past 10 to 15 years that have accounted for the company’s spectacular results?
Cultivating a taste for failure and chaos Schmidt encourages it: “Please fail very quickly—so that you can try again.. he had praised an executive who made a several-million-dollar blunder: “‘I’m so glad you made this mistake. Because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we don’t have any of these mistakes, we’re just not taking enough risk.’”
Although risk management can be implemented in practically every type of project, this paper focuses mainly on IT projects. Risk management
Conflict and a bureaucratic corporate culture are largely to blame for the lack of creativity and ...
In every business offered by any organizations, it is very important to ensure that the customers will always satisfied with services provided. People nowadays are looking for the new technologies, new markets, new ideas and also new inventions. Thus the organization must always keep up with the current changes in demand to ensure that their services are still relevant to the customers. The changes of demand also called as an evolution and to achieve these, the organizations are advised to have a process that we called as “Business Transformation” (“Business Transformation: The Importance of Change,” 2014).
Globalization and economic slowdown has made businesses subject to a great deal of uncertainty. In this time of rapid change, economies worldwide change rapidly, new markets open up and old ones change, and demand for products is often uncertain. As such, businesses must be flexible and adaptable in the types of methods that they use...
What's e-business? It is the transformation of every business process through using the internet and associated technologies. In this transformation, each part of the business becomes a part of an intrinsic network, which enables employees, suppliers and customers of a given enterprise to conduct their tasks. People usually try to make a point in differing e-business from e-commence, but as I see, e-commerce is a part of the e-business category, and an important one.