Question

Business Process Reengineering (BPR) is a strategy in business management, initiated in the early 1990s (Reading: Hammer 1990). It focuses on the analysis and design of workflows and business processes within an organization, aiming to fundamentally redefine how an organization operates to enhance service and reduce operational costs. Reflect on and respond to the following questions: Explore any linkages that may exist between the Electronic Market Hypothesis and Business Process Reengineering. Are there connections, and if so, what are they? If an organization decides to undertake the "obliteration" strategy proposed by Hammer, who within the organization would be responsible for executing this process? Do you anticipate another wave of business process re-engineering triggering organizational transformation, specifically driven by Information Technology, in the near future or within the next decade? Explain your perspective. For each question, provide a well-reasoned and detailed response

Answer 1

Business Process Reengineering (BPR) and the Electronic Market Hypothesis (EMH) are two concepts that are not directly linked, but they share a common goal of improving efficiency. Top-level executives and management would be responsible for executing the 'obliteration' strategy proposed by Hammer. Another wave of business process re-engineering driven by Information Technology (IT) is anticipated in the near future.

Step-by-step explanation:

Business Process Reengineering (BPR) and the Electronic Market Hypothesis (EMH) are two concepts that are not directly linked. BPR focuses on redefining business processes within an organization to enhance service and reduce costs, while EMH is a theory that suggests that financial markets are efficient and reflect all available information. However, both BPR and EMH share a common goal of improving efficiency and effectiveness in their respective domains. In terms of the responsibility for executing the 'obliteration' strategy proposed by Hammer, it would typically fall on top-level executives and management within the organization, as they would have the authority and resources to drive significant changes. As for the future of business process re-engineering driven by Information Technology (IT), it is highly likely that we will see another wave of transformation within the next decade. The rapid advancements in technology and the increasing importance of digitalization and automation in organizations are likely to drive the need for continuous process improvement and redesign.