Since Re-engineering gained notoriety in the mid-1990s, it has been referred to as: Business Process Re-engineering or Redesign, Business Process Improvement, Business Transformation, LEAN, Six-Sigma, Process Efficiency, etc.
Whether clients are embarking on designing business processes from a clean slate or looking to revamp their current business processes, re-engineering is about assessing and modifying the organization, its processes and the technology to support the two.
At Mark Longo, it’s all about outcomes. We bring an external perspective to our client’s situation by:
By defining the organization’s current and future state processes, the client obtains a clear understanding of its ideal processes. In essence, it can appreciate and learn:
By assessing the organization as the critical differentiator of the process, the client can begin to envision the new organizational structure:
Finally, by examining the organization’s technology as the critical enabler of the overall solution, we can identify:
Our clients may look to re-engineer their whole business or specific business processes, depending on their desired level of change. Below are some of the reasons they have engaged in a re-engineering exercise:
Some of the benefits / outcomes as a result of re-engineering exercises include:
Re-engineering projects are both exciting and challenging; thus, assigning the right resource to lead the effort is critical. Furthermore, having the required resources and subject matter experts to assist with the various project phases is equally as important, especially with large initiatives.
A successful re-engineering project must start from the top and have Senior Management support and buy-in. It also requires that management does not allow existing corporate cultures and attitudes to prevent the re-engineering from taking roots. It is common for Management to pull back when people resist making re-engineering changes. This will only prolong and potentially undermine a successful outcome. Re-engineering is all about the change and the Senior Management team must be prepared to make it happen. They must be prepared to not only change processes and technology needs, but also organizational structure and resources.
“With a project the size and scope of our new broadcast production system, major milestones need to be recognized and the people that helped meet those milestones thanked. The successful delivery of the first playlist (log) for CKMI is one of those accomplishments and I would like to thank you all personally for your dedication, contribution, energy and faith in pushing forward. All the work over the last two years is beginning to pay off. I know there are more challenges ahead and want you to know that your efforts are noticed and appreciated.”
Peter Viner, President & CEO, Canwest Media Inc.