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These are the key issues to be dealt with when doing BPR for an underperforming firm.
IT is one of the means through which BPR can be achieved ; it is not an end itself. (Guy Doumeingts) The ERP package is there to help the BPR process. Many firms equate BPR with the implementation of the ERP software. This is where IT becomes a hurdle rather than a support for BPR. The software should be molded to suit the business processes. The processes and their outcomes are the important thing which needs to be re-organized by the firm; the software is not the important thing. When the latter assumes more importance and technical experts rather than functional people are made in charge of the BPR process IT becomes a hurdle and BPR fails.
Misfit of the ERP package selected with the business processes – Vicro’s business processes were highly customer specific. The ERP package was a misfit to these processes and thus further denigrated performance.
BPR equated with the software – Vicro made no efforts to actually focus on the business processes and re-engineer them. Its entire focus was on the software implementation. The implementation of this software was accepted to improve the processes as well which never happened.
Make Business people owner of the change – Instead of the ERP package being forced by vendors from outside, functional people of the company who run the business should have been made owner of the processes and the vendor responsible to them.
Get Universal Buy in – In order to reduce employee’s resistance to change proper education should have been provided to them regarding the implementation and the benefits from it. Their suggestions and feedback should have been taken.
Proper Requirement Definition – ERP implementation was made as the major aim by Vicro. This was an improper requirement. The main aim should have been to improve the
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