A company which has started couple of years back and growing at very fast pace would not need any business process re-engineering. The focus here will be entirely on growth , the volume handled by various processes should be farely low. So rather thn thinking about BPR such organization should directly adopt the best practices available in the industry since very beginning.
In other case BPR is very relevant for an organization which has been functioning for a decade , it has a matured stable growth rate, data handled by processes are of reasonable volume and outer business environment has changed significantly to advocate and support BPR. Many times processes for older organizations are not updated regularly which means after significant time these processes will be very good candidate for re-engineering as they would have various redundancies and the technology to support them would have enhanced multifold.
1) Have processes codified : Every organization does have a standard operating procedure for the entire range of processes carried out , these SOPs are formed at the very early stages of organization and supposed to be updated frequently but their are two main problems 1) People find out thier own way of doing things by passing the standard procedures given to them , this is true specially in cases where lateral hiring happens.
A person coming from different organization will be comfortable in doing the same work in different way , he may have used altogether a different technology so he will be building his own way of executing tasks which can be contagious after some time and spread across the team.
2) SOPs are not updated periodically : With time various changes happen in oraganization structure , technologies used and the way business is performed but all of these updates don't go to SOP as frequently as they should be going , so after some time SOP itself becomes obsolete.
So it is manadtory to know " As Is" Process for the organization and document them for refernce and benchmarking during BPR.
3) Management Support: Head of only one department or any manager alone will never be able to complete BPR ,there are many people & management
issues then we can ever imagine. Departments don't want to share thier data and decision making factors , people think it is yet another way to waste
time , People do not see any value add in contributing to this process , the information given may be a top level view and the list goes on.
This all can be eliminated if and only if we have a buy out from top management so that smooth communication can happen across all the departments
and they are forced to cooperate.
4) Conduct POC: The best way to get buy in from departments and management is to pick up a much smaller function in any of the department and conduct POC of BPR . If this POC could successfully bring some of the pain points showing the scope of improvement which can be braught in the processes then your task will be much easier
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