Exploring the relationship between information technology, business process reengineering

Redesigning the existing business process or bringing a change into it is termed as business process re$-$engineering. Change is a continuous process in every organisation. Organizations often provide a competitive advantage through Business Process Re$-$engineering $($BPR$)$ process.

The term $$reengineering$$ first appeared in the information technology $($IT$)$ field and has evolved into a broader change process.

The aim of this radical improvement approach is quick and substantial gains in organizational performance by redesigning the core business process. The changing economic environment has led to an increasing interest in business process reengineering $($BPR$)$ by progressive firms around the world.

Information Technology $($IT$)$ is more than a collection of tools for automating or mechanizing processes. It can fundamentally reshape the way business is done and enable the process design.

Working together, BPR and IT have the potential to create more flexible, team$-$oriented, coordinative, and communication$-$based work capability. IT is more than a collection of tools for automating or mechanizing processes. It can fundamentally reshape the way business is done and enable the process design. In leading edge practices, information technology makes BPR possible and worthwhile. BPR and IT are natural partners, yet their relationships have not been fully explored. Given the growing dominance of services, their recursive relationship is in need of further analysis and redesign.

BPR and business process management $($BPM$)$ came into existence courtesy of the ever$-$evolving technology and the need to improve quality and cut down the costs of running businesses. Two common quality improvement methodologies are Six Sigma and Business Process Management $($BPM$).$ While each method on its own can offer several benefits and opportunities, they are executed very differently. Both work to achieve a similar goal $$ improving business quality and performance $$ but each take a different route to get there.

QUESTION $1$ Discuss and explain ways to make business process reengineering successful. $(17$ marks$)$

$1\mathrm{.}2$ Explain reasons for the high failure rate of BPR$.$