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The process approach — an enhanced model for managing change
Author(s) -
Bainbridge Colin
Publication year - 1996
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199601)5:1<49::aid-jsc194>3.0.co;2-f
Subject(s) - business process reengineering , process (computing) , process management , business process , business , business model , computer science , engineering management , marketing , work in process , engineering , lean manufacturing , operating system
Abstract Business Re‐engineering (BRE) or Business Process Re‐design (BPR) has become a hot topic among academics, directors, managers and consultants in the last few years. Following on the success of BRE‐led initiatives which resulted in dramatic performance improvements in some US companies, the discipline has been eagerly greeted elsewhere as a means of designing new businesses and bringing about corporate renewal. But to date most of the attention surrounding these techniques has focused on the design of new processes for their businesses, rather than their implementation. In this paper the author argues that the process model should be more actively used to help undertake and achieve strategic change, rather than to merely design it. This paper introduces a more detailed model of process for use in the change programme. It provides a framework which is comprehensive enough to incor‐porate the main supporting strands of a business—human resources, information technology and tools—and shows how a process‐led approach can be used to assist in building and implementing a new organization rather than merely designing it.