If you were a start-up and had a blank sheet of paper; would you implement your existing organisation, business processes, and systems

If the answer is significantly no, then there’s an opportunity to work together, if you’re actually a startup; let’s talk.

I’ve been involved in business process, organisational and systems engineering since 1990 in multi-national organisations and SME’s

The  World’s changing at an ever increasing rate and ERP is struggling to keep up. Those companies that embrace change as the “norm”, successfully adopt technologies such as AI, Headless Architecture, the Internet of Things (IoT), Addictive Manufacturing, and adopt flexible processes, innovative thinking and employee empowerment will grow and succeed. 

Business Process Reviews analyse an organisation’s processes in terms of efficiency and scaleability. Enabling the creation of detailed process maps, resource and system requirements, which can be analysed for opportunities, issues, risks, and gaps. This report provides the basis for the stakeholders to develop a future state solution.

BPR success requires all the stakeholders to be positively engaged; top management needs to be committed, employees need to feel empowered, and there needs to be strategic direction.

The initial review can usually be performed in less than a week. But communication with the stakeholders prior to the review is imperative in order to achieve success.

The initial review’s objective is not only to develop high level process maps, but also provide sufficient evidence to justify continuing (or not).

A business process review (BPR) evaluates current processes and application touchpoints and identifies how to make processes and the systems which supports them more effective and efficient – -generating data which enables better and more timely decisions. A BPR needs to be completed thoroughly, so it’s best to hire an expert to do the bulk of the work for you. A consultant will ‘shadow’ each business process, and ask questions of the staff involved. This will enable them to:

  • provide an organisation-wide view
  • identify gaps and inefficiencies e.g. double-handling of data, duplicate processes
  • identify potential areas for streamlining processes or automation
  • examine which processes are not required or are not producing what they should

Conducting a business process review in four steps:

Identify and map current processes.

Start by defining the business process ‘as is’. This means all of the sections in a typical business process, such as:

  • list of roles
  • list of steps
  • handover and hand off points
  • exceptions

The goal is to understand exactly how the existing business processes work; and it’s usually a series of interviews with stakeholders. A number of questions need to be answered

  • Why was that step taken?
  • Do you need anyone else’s approval to take that step or make that decision?
  • Are there any exceptions to the rule?
  • what data is recorded, in what system, and what is that data used for?
  • Can you demonstrate this step
  • How could this step be improved, and what issues does this step cause.

The business needs to consider the following questions:

  • What in the process is broken?
  • Which steps in the process create roadblocks?
  • Which step requires the most time to complete?
  • Which step causes the most delays?
  • Are there any steps that cause costs/resources to go up?
  • Are there any steps that cause quality to go down?

It also helps to draw up a visual representation of the business process from start to finish and its interaction with people, departments, and software. This makes it easier to analyse and identify potential gaps and overload points.

Analyse process steps by talking to Stakeholders (Don't forget your customers).

Once you’ve mapped out the processes, arrange a series of meetings with staff to brainstorm why the problems exist and how to resolve them. Talking to customers will also give you great insight into where you’re going wrong.

From the findings you create a report, which should consist of a process map, with each process tied back to a detailed discussion which consists of:

  • the steps in the process
  • problems related to the step
  • the type of problem
  • the impact of the problem
  • the system requirements

Map out your new plan and objectives.

Are the business applications/systems and processes deployed in the business still the most efficient and effective available, and support the business in the next phase of business growth?

Are there manual processes which could be automated, or parts of the business application which are not currently utiised, but which could have a significant impact on the business?

Process mapping  existing vs proposed can identify gaps where the existing process and/or business system usage could be modified, or replaced to provide more efficient processes or better business intelligence to help manage the business more effectively, and have a positive impact on the bottom line.

The initial review can usually be performed in less than a week, and a plan of action agreed with the client.
A business process review (BPR) evaluates current processes and application touchpoints and identifies how to make processes and the systems which supports them more effective and efficient – -generating data which enables better and more timely decisions. A BPR needs to be completed thoroughly, so it’s best to hire an expert to do the bulk of the work for you.  A consultant will ‘shadow’ each business process, and ask questions of the staff involved. This will enable them to:

  • provide an organisation-wide view

  • identify gaps and inefficiencies e.g. double-handling of data, duplicate processes

  • identify potential areas for streamlining processes or automation

  • examine which processes are not required or are not producing what they should

BPR success doesn’t come easily. It requires all the stakeholders to be positively engaged; top management needs to be committed, employees need to feel empowered, and there needs to be strategic direction

So, here’s how to conduct a business process review in four steps:

1. Identify and map current processes.

Start by defining the business process ‘as is’. This means all of the sections in a typical business process, such as:

  • list of roles
  • list of steps
  • handover and hand off points
  • exceptions

The goal is to understand exactly how the existing business processes work; and it’s usually a series of interviews with stakeholders. A number of questions need to be answered

  • Why was that step taken?
  • Do you need anyone else’s approval to take that step or make that decision?
  • Are there any exceptions to the rule?
  • what data is recorded, in what system, and what is that data used for?
  • Can you demonstrate this step
  • How could this step be improved, and what issues does this step cause.

The business needs to consider the following questions:

  • What in the process is broken?
  • Which steps in the process create roadblocks?
  • Which step requires the most time to complete?
  • Which step causes the most delays?
  • Are there any steps that cause costs/resources to go up?
  • Are there any steps that cause quality to go down?

It also helps to draw up a visual representation of the business process from start to finish and its interaction with people, departments, and software. This makes it easier to analyse and identify potential gaps and overload points.

2. Analyse them by talking to Stakeholders (Don’t forget your customers).

Once you’ve mapped out the processes, arrange a series of meetings with staff to brainstorm why the problems exist and how to resolve them. Talking to customers will also give you great insight into where you’re going wrong.

From the findings you create a report, which should consist of a process map, with each process tied back to a detailed discussion which consists of:

  • the steps in the process
  • problems related to the step
  • the type of problem
  • the impact of the problem
  • the system requirements

3. Map out your new plan and objectives.

Now comes the improvement plan – essentially an action plan to put the desired processes in place.

Here, you need to set realistic and measurable objectives that align with your overall business goals.

Include the key actions that need to be taken to get to where you want to be, how they will be achieved, and any financial and resource implications.

Identify and map current processes.

Are the business applications/systems and processes deployed in the business still the most efficient and effective available, and support the business in the next phase of business growth?

Are there manual processes which could be automated, or parts of the business application which are not currently utiised, but which could have a significant impact on the business?

Process mapping  can identify gaps where the existing process and/or business system usage could be modified, or replaced to provide more efficient processes or better business intelligence to help manage the business more effectively, and have a positive impact on the bottom line.

The initial review can usually be performed in less than a week, and a plan of action agreed with the client.
A business process review (BPR) evaluates current processes and application touchpoints and identifies how to make processes and the systems which supports them more effective and efficient – -generating data which enables better and more timely decisions. A BPR needs to be completed thoroughly, so it’s best to hire an expert to do the bulk of the work for you.  A consultant will ‘shadow’ each business process, and ask questions of the staff involved. This will enable them to:

  • provide an organisation-wide view

  • identify gaps and inefficiencies e.g. double-handling of data, duplicate processes

  • identify potential areas for streamlining processes or automation

  • examine which processes are not required or are not producing what they should

BPR success doesn’t come easily. It requires all the stakeholders to be positively engaged; top management needs to be committed, employees need to feel empowered, and there needs to be strategic direction

So, here’s how to conduct a business process review in four steps:

1. Identify and map current processes.

Start by defining the business process ‘as is’. This means all of the sections in a typical business process, such as:

  • list of roles
  • list of steps
  • handover and hand off points
  • exceptions

The goal is to understand exactly how the existing business processes work; and it’s usually a series of interviews with stakeholders. A number of questions need to be answered

  • Why was that step taken?
  • Do you need anyone else’s approval to take that step or make that decision?
  • Are there any exceptions to the rule?
  • what data is recorded, in what system, and what is that data used for?
  • Can you demonstrate this step
  • How could this step be improved, and what issues does this step cause.

The business needs to consider the following questions:

  • What in the process is broken?
  • Which steps in the process create roadblocks?
  • Which step requires the most time to complete?
  • Which step causes the most delays?
  • Are there any steps that cause costs/resources to go up?
  • Are there any steps that cause quality to go down?

It also helps to draw up a visual representation of the business process from start to finish and its interaction with people, departments, and software. This makes it easier to analyse and identify potential gaps and overload points.

2. Analyse them by talking to Stakeholders (Don’t forget your customers).

Once you’ve mapped out the processes, arrange a series of meetings with staff to brainstorm why the problems exist and how to resolve them. Talking to customers will also give you great insight into where you’re going wrong.

From the findings you create a report, which should consist of a process map, with each process tied back to a detailed discussion which consists of:

  • the steps in the process
  • problems related to the step
  • the type of problem
  • the impact of the problem
  • the system requirements

3. Map out your new plan and objectives.

Now comes the improvement plan – essentially an action plan to put the desired processes in place.

Here, you need to set realistic and measurable objectives that align with your overall business goals.

Include the key actions that need to be taken to get to where you want to be, how they will be achieved, and any financial and resource implications.