Previous

Page - 4

It is not advisable in management to re-invent the wheel at a cost, but that is required in context of BPR in India. It cannot be promoted by someone but it has to promote itself. If re-engineering is to continue in the long run, it has to do more than just advertising its considerable success rate. It must become proactive and inclusive with regard to human, organizational and motivational change issues.

In my opinion, re-engineering still must conclusively demonstrate its ability to impact the total enterprise, rather than just specific operating functions. Until it does, BPR will be regarded as another tool for management to "pad" its short-term results, instead of doing its essential task of innovation, market creation and growth.

At the moment, there's nothing poised on the horizon to end the popularity of BPR and ERP. Unless these broader issues are addressed, however, you can be sure something will turn up.

Concluded.

* Contributed by -
Santhakumar S.,
PGP1 Student,
BIM, Trichy,
Published in KRIYA, February 2006 Issue, the monthly magazine of the institute..

To discuss this article or to give your feedback, kindly click at the following link and post, giving the < Title of the article > and < Author's name > in the subjectline: - http://www.coolavenues.com/forums/forumdisplay.php?f=143