1. Underlying Principles
Fundamental, Radical,Dramatic
Radix : Business reinvention(not business improvement, business enhancement)
Processes: Collection of activities that takes one or more kinds of input and creates an output that is of value to the customer

2. BPR Features Process Orientation Ambition Rule Breaking
Creative use of IT

3. Who undertake Reengineering
Companies in deep trouble(Ford-Early 80s)
Not yet in trouble but see trouble coming
New competitors
Changing customer requirements
Altered regulatory framework
Peak Condition (GE, Wal-Mart etc.)

4. Misunderstandings about BPR
BPR is not same as automation
BPR is not restructuring or downsizing(less with less to more with less)
BPR is not delayering or flattening : BPR may result in flatter organization (BPR targets the process structure rather than organization structure)

5. BPR vs. TQM
Commonality
Importance of processes
Need of process customers and work backwards
TQM : Within the framework of company’s existing processes – seek to enhance with continuous incremental improvement – Kaizen BPR : Seeks breakthroughs, different approach to change management

6. BPR : The Path to Change Starting Over
Rejecting conventional wisdom and assumptions of the past
Rejects Adam Smith’s Industrial Paradigm like hierarchical control, division of labour
BPR : search for new models of organizing work