Business process
reengineering, will help our clients identify opportunities and create strategies to improve day-to-day operations and overall processes. We work to engage key client stakeholders across multiple departments to gain a complete view of your organization’s goals and objectives. The investigative process brings about an understanding of your current processes. We then formulate clear, actionable
recommendations for your business process redesign. Tave Tose will help you formulate a unified vision and strategy that will enable your organization to optimize long-term processes and workflows. The process involves defining of current business processes, rethinking and redesigning them to improve overall company efficiency, productivity, and quality. By understanding your organization’s specific needs and overall goals, we help you leverage technology to reengineer business processes in order to obtain sustainable long-term success. This process can assist an organization in preparing for their ISO
accreditation or audit. Key activities performed during business process reengineering include:
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Abstract
Advances in new Information Technologies (IT) and changes in the business environment such as globalization and competitive pressure have prompted organizations to embark on reengineering projects involving significant investments in IT and business process redesign. However, the evidence of payoff from such investments can be classified as mixed as best, a problem we partly attribute to the absence of a strong theoretical foundation to assess and analyze reengineering projects. We seek to apply complementarity theory and a business value modeling approach to address some questions involving what, when, and how much to reengineer. Complementarity theory is based on the notion that the value of having more of one factor increases by having more of another complementary factor. Further, related developments in the optimization of "supermodular" functions provide a useful way to maximize net benefits by exploiting complementary relationships between variables of interest. Combining this theory with a multi-level business value model showing relationships between key performance measures and their drivers, we argue that organizational payoff is maximized when several factors relating to IT, decision authority, business processes and incentives are changed in a coordinated manner in the right directions by the right magnitude to move toward an ideal design configuration. Our analysis further shows that when a complementary reengineering variable is left unchanged either due to myopic vision or self-interest, the organization will not be able to obtain the full benefits of reengineering due to smaller optimal changes in the other variables. We also show that by increasing the cost of changing the levels of design variables, unfavorable preexisting conditions (e.g., too much heterogeneity in the computing environment) can lead to reengineering changes of smaller magnitude than in a setting with favorable conditions.
Journal Information
Information Systems Research (ISR) is a leading peer-reviewed, international journal focusing on theory, research, and intellectual development for information systems in organizations, institutions, the economy, and society. It is dedicated to furthering knowledge in the application of information technologies to human organizations and their management and, more broadly, to improving economic and social welfare. The journal serves the interest of the information systems research and practitioner communities by providing an effective forum for the timely dissemination of research and addresses prominent and topical issues that are relevant to executives in practice.
Publisher Information
With over 12,500 members from around the globe, INFORMS is the leading international association for professionals in operations research and analytics. INFORMS promotes best practices and advances in operations research, management science, and analytics to improve operational processes, decision-making, and outcomes through an array of highly-cited publications, conferences, competitions, networking communities, and professional development services.
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Information Systems Research © 1996 INFORMS
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