Answer:

Business process redesigning is a central reassessment and radical upgrade of business processes to achieve numerous upgrades in primary, modern execution proportions such as cost, quality, management, and speed. Enhanced customer loyalty is often crucial. After performing research, it is concluded that the redesigning of business processes have various pros and cons. 

 

 

Positive outcomes from business process redesign

• It offers business a proper focus as it works around customer requirements.
• It helps to build a strategic view of organizational practices by actively inquiring about how to develop systems and how to do stuff.
• It removes needless tasks and thus helps to reduce the size of the organization.
• It automatically coordinates and combines multiple functions.
• It provides an enterprise with increased productivity and adequacy by removing gaps and unessential stages of processes and administration.
• Reduced the number of audits/monitors and procedures for reconciliation.
• It helps to resolve short-sighted techniques that usually arise from excessive functional limits concentration.

 

 

Negative outcomes from business process redesign

• It does not suit every business needs because it relies on variables such as scale and resource availability. Usually, great companies profit from this.
• In some instances, one department's productivity has been improved at the cost of the overall process.
• This approach is not appropriate for instant resolution.
• It focuses significantly on a business' long-term revenue collaborations that not only take some attempt to take shape but are difficult to measure as well as requiring significant IT expenditure along with careful planning, amazing teamwork, and outstanding implementation.
• When it contributes to getting the work done error-free, it can eliminate jobs while acting as a real threat to workers.

 

 

Preventing the Risk of Failure

The business process redesigning implementation needs a small community environment where employees can provide input and express their complaints. That may take time but it's necessary. Organizations have to create an extensive communication system that uses a range of communication methods. The chances of success during implementation when this is undertaken are high.

 

The business process redesigning implementation is most essential. Organizations must, therefore, have a sharp eye, as well as a powerful development and commitment to leadership, to undertake it despite its problems. This implementation is a sequence of waves that can have years to wash over the organization. Therefore, there needs to be a system of constant improvement.

Step-by-step explanation

The organizations can accomplish drastic improvements in individual processes after years of a careful redesign. However, a contradictory result has almost become commonplace. Suddenly organizations discover themselves observing the decline in overall results. The cost of the process has been reduced by 34 percent yet operating income stalls. Claims process time reduced by 44 percent while profits dropped. It appears that organizations are wasting attention on management and other assets on projects that look like victors but fail to produce outcomes for the entire business department.

 

 

Reengineering will potentially produce innovative process enhancements and major reengineering projects have been pursued by many organizations. Like any major change plan, however, a reengineering initiative can only yield lasting results if the right way is designed and implemented. Implementing the Business Process redesigning includes the preparation and construction of new infrastructures to facilitate this Business Transformation. To ensure the achievement of the reengineering project, the full commitment of senior managers on its redesign and execution must also be available.

 

 

Organizations must have a clear understanding of the performance factors and root causes of loss. Although redesigning a project can be effective, but it can also fail. There are 4 most damaging practices:

 

• Assign average performers
• Measure only the plan
• Settle for the status quo
• Overlook communication

 

 

The business process redesign specialists still face challenges between end-users and buy-in managers, expressing the integrative business process management view and being vibrant enough to react to the changing needs of a business situation.

 

Redesigning the business process often enables the reduction of headcount in some areas. However, if managed properly, it improves employees' ability to add value, rendering it satisfying for the organization to use the displaced persons in other areas of endeavor. If it's not executed properly, downsizing will ruin the company by having fewer people to do the same job, resulting in the cost of overtime, tension, higher cost of health care, poor leadership, low quality, and high attrition of employees.