ABSTRACT
The underlying logic behind the allocation of resources in order to develop financial and strategic performance is that such “improved” performance will be achieved by delivering value for the customer. Such value delivery, however, will only be achieved through adequate “process” delivery.
Building capacity entails developing/improving processes and technologies to achieve customer growth. In fact, many operational inefficiencies arise from some defaulting/inadequate processes; proceeding to develop and/or expand the “infrastructure” part might prove futile in those instances. Attempting to effect “operational improvements” by way of providing any new/bigger infrastructure might even worsen the situation, should it result in a magnifying of existing operational dysfunctions.
Likewise, the “accelerated” change most capital projects entail calls for some “process redesign” too; and for that purpose, Business Process Reengineering (BPR) is welcome as a process improvement tool. The worth and benefit of BPR lie in rolling together into one activity the two steps of identifying core business processes and developing a detailed blueprint for the redesigning of those processes.
