Browsing by Author "Edwards, Chris"

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    Classifying and planning BPR initiatives: the BPR web
    (1994) Edwards, Chris; Braganza, Ashley
    The purpose of this paper is to propose a framework for classifying Business Process Redesign (BPR) initiatives, and to share its initial application in organisations undertaking BPR. There is a growing necessity for such a framework as BPR is being reduced to a cliche, which today includes almost any change initiative. Such a generalising of BPR would be a great pity as it effectively debars one organisation from learning from the experience of others. Possibly the most significant benefit from the framework is that it will provide a language to facilitate communication between organisations to share experiences of BPR. Additionally the Web is a management tool as it facilitates selection of appropriate management styles for various classes of BPR. Research work at Cranfield continues to expand experiences of usage of the Web. However, even at this stage it is proving a useful framework to which practising managers are able to relate.
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    Forging a link between business strategy and business re-engineering
    (1994) Edwards, Chris; Peppard, Joe
    For many organisations the crucial issue in the strategy process is that of implementation. This is due in no small way to the distinction which is traditionally made between formulation and implementation and their treatment as sequential activities. The more recent conceptualisation of strategy, captured by the notion of core competencies, is blurring the distinction between formulation and implementation. This emerging 'behavioural perspective' of strategy focuses on the capabilities an organisation needs. Yet it still fails to address fully issues of implementation. In this paper, business reengineering is proposed as a natural ally of strategy. It is suggested that business reengineering can help bridge the gap between strategy formulation and implementation. In this context, business reengineering is seen as an approach which defines the business architecture enabling the organisation to focus more clearly on customer requirements.
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    Understanding the achievement of radical process orientation : an interpretive approach
    (Cranfield University, 1999) Braganza, Ashley; Edwards, Chris
    The achievement of radical process orientation is vital to the strategic and operational integrity of organisations. However, organisations have a dismal record of implementing process orientation, especially when it involves radical organisational change. There is scant research to guide organisations through the design and implementation of radical process orientation. Hence, this research develops a model that provides insights into the achievement of radical process orientation. The research uses the interpretive mode to examine the achievement of radical process orientation in two organisations. Therefore, the views of people directly involved with the changes are important. A transparent trail of evidence is established between the data and the theory developed from the data. These cases provide rich data from which to build a model for the achievement of radical process orientation. The model suggests the need for radical process orientation be consciously established and tentative criteria for doing so are provided. The model focuses attention upon the nature and content of the changes that need to occur, especially the realignment of organisational elements, such as ...s trategy, structure and information systems, to a function and process orientation. It proposes 'buy-in' from people be considered in relation to their acceptance of the changes that actually need to occur and the changes they are willing to allow to affect them. The model suggests that radical and evolutionary modes be utilised to operationalise the issues that bring about the changes, and that people be willing to implement these issues. It proposes that the roles of people that are responsible for implementing the changes and people affected by the changes are reciprocal. This research challenges conventional thinking about the achievement of radical process orientation, and provides fresh insights for the achievement of radical process orientation.