Business process reengineering (BPR) is the analysis and
redesign of workflows within and between enterprises in order to optimize
end-to-end processes and automate non-value-added tasks.
usiness process reengineering (BPR) is the practice of rethinking
and redesigning the way work is done to better support an organization's mission and
reduce costs. Reengineering starts with a high-level assessment of the organization's mission,
strategic goals, and customer needs.An organization may find that it is operating on questionable assumptions,
particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing,
does it go on to decide how best to do it.
n 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, in which he
claimed that the major challenge for managers is to obliterate forms of work that do not add value, rather than
using technology for automating it
Re-engineering recognizes that an organization's business
processes are usually fragmented into sub-processes and tasks that are carried out by several
specialized functional areas within the organization. Often, no one is responsible for the overall
performance of the entire process.