Management Theories
Business Process Re-engineering
Also Known As BPR
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A management strategy, originally pioneered in the early 1990s, of analyzing and redesigning core business workflows and processes from a blank slate rather than automating existing ones, on the premise that most work being done does not add value for customers and should be removed rather than accelerated through technology.
Facts
Core ClaimMost of the work being done in an organization does not add any value for customers, and this work should be removed rather than accelerated through automation. 1 Cross-Tradition Connections
Sources
1. Wikipedia, Business Process Re-engineering
1. Wikipedia, Business Process Re-engineering
Wikipedialead sectionQuote, lead section
Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation.
1. Wikipedia, Business Process Re-engineering
Wikipedialead section, HistoryQuote, lead section, History
In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published the article 'Reengineering Work: Don't Automate, Obliterate' in the Harvard Business Review
Wikipedia, Michael Martin Hammer
WikipediaDeveloped By: Michael Hammer, lead sectionQuote, Developed By: Michael Hammer, lead section
Hammer and James A. Champy founded the management theory of business process reengineering (BPR)
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