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BPR Assignment

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Business Process Re-Engineering > Course Name and Number : Business Process Re-Engineering - 115 > Program / Major : MBA (Innovative Management) > Submission Date : November 10, 2008 > Date Program was Started : February 4, 2008 > Type of Course work : This course work is complete research based analysis of IBM's downfall and revitalization through re-engineering. Research has been done referring books and from internet. > Research Question or Problem: Critically examine and discuss why reengineering became necessary at IBM. Examine the main factors employed by Louis Gesrtner to successfully reengineer IBM? Executive Summary A company's negligence towards its customers' needs and requirements can create a complete disaster. Nevertheless, re-engineering of the process which needs attention can again revitalize the company. In this course work we will critically examine and discuss why reengineering became necessary at IBM by looking at the problems they faced and the route causes of those problems. We will also look at the main factors employed by Louis V. Gerstner Jr. to successfully reengineer IBM. Introduction to IBM "The company which became IBM was founded in 1896 as the Tabulating Machine Company by Herman Hollerith, in Broome County, New York. It was incorporated as Computing Tabulating Recording Corporation (CTR) ...read more.


This was the time when IBM adopted re-engineering tool to prevent the organization from losses and to revitalize its growth. Necessity for Re-engineering and why re-engineer: Reengineering is very essential for the organization as it takes back the organization to its basic and re-examine their very tools. Business process reengineering is a tool which not only focuses on improving but brings reinventions in the organization which doubles up the speed of performance of the organization by strengthening its basic structure. It is one approach for redesigning the way work is done to better support the organization's mission and reduce costs. Reengineering starts with a high level assessment of the organization's mission, strategic goals, and customer needs. There were other alternatives also available but as the organization was facing severe losses the best option available for them for quick recovery was business process reengineering. Actions taken by Louis Gerstner Louis Gerstner was appointed as the chairman and executive officer of IBM to manage the crises situation and to fetch positive results. He first concentrated on the critical areas of the business by following the rule of first thing first. ...read more.


Working with IBM Business Partners enables companies to leverage the skills they need to build compelling solutions; advanced IBM technologies provide the tools to support IT and business process optimization. Conclusion: An intensive customer focus, superior process design and a strong and motivated leadership are vital ingredient to the recipe for the success of any business corporation. Reengineering is the key that IBM adopted to achieve success. BRP does not offer a miracle cure on a platter, nor does it provide a painless quick fix rather it advocates strenuous hard work and instigates the people involved to not only change what they do but targets at altering their basic way of thinking itself. To get the most out of strategy as discussed above, companies must have clear objectives, let staff take initiatives, resource a significant programmed and be determined to drive through necessary changes. As we have studied, BPR can be implemented for those companies who want total reinvention not just small improvements. As authors argue that organizations must analyze existing process and then try to redesign it. So I think Louis Gerstner needs to focus. Nevertheless, he must have to have strategies which make those processes better to increase profits and have customer satisfaction. ...read more.

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