So far, there is no management idea and method in human history that can be unanimously affirmed and rapidly applied by entrepreneurs and theorists around the world in less than 10 years like business process reengineering. Since the concept of business process reengineering was first proposed by American scholars Michael Hammer and James Champpi in 1993, famous scholars and entrepreneurs in the United States, Western Europe, Eastern Europe, Japan and even some developing countries have also added bricks and tiles to the new management building of business process reconstruction.
The core programs of MBA at Harvard Business School in the United States and MBA in various countries have been revised under the guidance of business process reengineering. Companies from all over the world, especially the Fortune Global 500, are embarking on business process reengineering. Fortunately, we have also had a small number of enterprises in China, such as Haier Group, Hisense Co., Ltd., Civil Aviation of China, TCL Group, Guangdong Mobile Communications Co., Ltd., etc. to take the lead in business process reengineering. This marks that business process reengineering has achieved a comprehensive victory on a global scale, and the old traditional functional management will be completely abandoned.
The reason why business process reengineering can be unanimously affirmed and applied by the global business community and the theoretical community in such a short period of time is because it is not like some management ideas or methods in the past, only taking care of some related people, and ignoring or even sacrificing other related people, it is a management idea and method that can take care of shareholders, managers, consumers, suppliers and other related people.
As far as corporate shareholders are concerned, reconstruction reduces more than 70% of the unnecessary work of traditional functional management, immediately saves costs, and greatly improves the speed of delivery or service, and immediately obtains a substantial increase in profits.
As far as enterprise managers are concerned, reengineering makes more than 80% of the daily management workflow of the enterprise, so that managers can really transcend daily management, avoid the troubles of daily chores, and have sufficient time and energy to think and study the major development strategies, development guidelines, policies, and cultivation and development of talents of enterprises.
As far as enterprise employees are concerned, on the one hand, reengineering makes the information required for work open, greatly reducing the pressure of employee work, on the other hand, the pre-positioning of value decisions greatly improves the challenge of employees' work and the richness of work, thus greatly increasing the sense of value and spiritual satisfaction of employees' work.
As far as consumers are concerned, reengineering makes the enterprise organization system more flexible and can meet the changing service requirements of customers at any time; in particular, reengineering makes it pre-emptive to the value decisions of enterprises, and makes it easier and direct for customers to find people who can make decisions in the enterprise, ensuring the speed of problem solving, thereby greatly improving customer satisfaction.
As far as suppliers are concerned, reengineering enables enterprises to incorporate suppliers' supply into their own business processes, so that the interface between enterprises and suppliers is interfaced and processed, thereby greatly reducing the possibility of cooking failure. Moreover, because enterprises integrate suppliers into their own business processes, they also improve the management level and management efficiency of suppliers.
It can be seen from the above that business process reengineering is not a general management tool, which only plays a role in a certain aspect of enterprise management, nor is it like concepts such as the knowledge economy and the new economy, which only provide a new concept and only play a soft role. Business process reengineering is not only a new management idea, but also a new management method, which can quickly change people's ideas and concepts, improve the management level, and improve the economic benefits of enterprises immediately.
Because of this, almost all consultants for business process reengineering dare to take how much the economic benefits of the enterprise are improved, how much the cost is reduced, etc. as their service commitment. It can also be seen that the 21st century is the century of business process reengineering and the era of process-oriented enterprises.