A technique designed to introduce

radical changes in improving

business operations and
competitiveness (Hammer &
Champy, 1993), reengineering
principles & techniques have now
increasingly attracted and
influenced policy-makers,
professionals and scholars in Public
Administration.
• Abandoning long established
procedures and principles and inventing
new approaches to process structure

• Starting all over again

• Seek breakthrough away from

ineffective antiquated ways of
conducting business
 FORCES that encourage reengineering:
 Customer take charge
 Competitions intensifies
 Changes become constant

 KINDS of Organizations that apply

Reengineering:
 Those in deep trouble
 Those not yet but managements anticipates
that it is coming
 At the peak of success that want more
innovation
 Key themes of Reengineering:
Process orientation
Ambition
Rule Breaking
Creative use of information
 Characteristics of Reengineering
› Several jobs are combined into one
› Workers make decision
› Steps in the process are performed in a
natural order
› Work is performed where it makes the most
sense
 Changes that Occurs in Reengineering
› Work unit changes- from functional
departments to process teams
› Job changes- from simple task to multi
dimensional work
› People’s role changes- from controlled to
empowered
› Job preparation changes- from training to
education
› Managers change from supervisors to
coaches
› Focuses on performance measure and
compensation shifts from activities to result
 Also
known as a Business Process
Reengineering or BPR

› A powerful expression of concern

over what have been deemed as
outdated corporate practices of
American companies.
 “The fundamental rethinking and radical
design of business process to achieve
dramatic improvements in critical,
contemporary measures of
performance, such as cost, quality,
service and speed” (Hammer &
Champy, 1993:32)
 Evaluation of whether a process is
necessary, given the mission of the
organization
 Breaking away from traditional ways and
procedures to start with a clean state
 Looking at business processes from a cross-
functional perspectives
 Searching radical improvements using the
power of information technology
 Reduction and Elimination of paper work
and documentation.
 Focusing on process and their outcomes
 Focusing on the customer, the consumer or
the client based on their needs and
preferences
 Reengineering offers an opportunity to
make policy-maker take another fresh
look at the logic and rationale of these
rules and safeguards, opening
possibilities of discarding and rewriting
them
› Example:
 European Union, attempts to
reengineer the Audit and
Management Performance
(Levy,1998)

 South Africa, reengineering

introduced to streamline
consultative process among
industry, labor, and
government trade authority.
 Attributes Observed:

 The Empowerment of the staff

 Focus on Performance
measurement
 Use of process teams and,
 Adaptation of hybrid forms of
centralized and decentralized
operations, among others
(Bovaird & Hughes, 1995:367).
 Reengineering’s weakness may be its
own strength, in the sense that it can be
used on specific areas or problems, not
allowing resources and energies to be
spread-out to thinly.
 Example:
› Reengineering can be used to
analyze and change
procedures in such areas as
passport issuance and releasing,
motor vehicle registration and
similar services that can be
isolated.
› This approach is in contrast to a
Wholesale, sweeping,
government-wide change as
prescribed by adherents of ex:
Reinventing or Refunding.
 As Robert Kennedy comments “Progress
is a nice word. But change is its
motivator, and change has many
enemies” (as cited in Hammer &
Champy,1993:173).