From reengineering to process management-a longitudinal study of BPR in a Danish manufacturing company

Abstract

This paper is a longitudinal study of BPR initiatives at Enzyme Business carried out between January 1994 and March 1998 in Novo Nordisk A/S, one of the largest companies in Denmark and the world's largest producer of industrial enzymes with a market share of more than 50%. The paper provides empirical insight from a number of BPR-projects and related BPR-initiatives, e.g. Business System Reengineering projects. The paper suggests that reengineering focusing on process orientation and customer satisfaction in a functional organisation is a valid alternative to a fully implemented process organisation. Novo Nordisk Enzyme Business employs this approach by integrating functional, industrial, and business process strategies. As no process owner exists in this setting, a role as a so-called Flowmaker is established in order to facilitate and further streamline the activities of each reengineered process. Furthermore, it is concluded that several iterations in the Business System Diamond is required in order to mature the organisation in applying and obtaining success by the concept of Business Process Reengineering.

The effect of digital technologies adoption in healthcare industry: a case based analysis

“…The concept of business processes is often analyzed to make organizations more efficient (van Rensburg, 1998), as it is considered as one of the main elements to be leveraged to enhance an organization’s performance. Studies about business processes give several definitions for the concept (Pritchard and Armistead, 1999; Larson and BjØrn-Andersen, 2001). One of the definitions most employed is that of Davenport and Short (1990), who have defined a business process as the whole of logically related activities performed to realize a determined business output.…”

Process ownership challenges in IT-enabled transformation of interorganizational business processes

“…Venkatraman [11] stresses the objectives of seeking efficiency and enhancing capabilities, but does not investigate the challenges of process ownership either in an intra-or interorganizatio-nal context. Larsen & Bjørn-Andersen [13] introduce the concept of a flowmaker, who should facilitate a business process in an organization that deliberately has chosen a functional structure though recognizing the importance of process efficiency and effectiveness.…”

Challenges of business processes management in healthcare

“…This is often seen as one of the core elements to improve the organizations' performance. Literature provides various definitions for (business) processes (Armistead et al, 1999;Larson and Björn-Andersen, 2001), hence we need to clarify our understanding used in this paper. Our work is based on two widely adopted definitions on design and management of business processes (Malhotra, 1998;Larson and Björn-Andersen, 2001;Reijers, 2003).…”

“…Literature provides various definitions for (business) processes (Armistead et al, 1999;Larson and Björn-Andersen, 2001), hence we need to clarify our understanding used in this paper. Our work is based on two widely adopted definitions on design and management of business processes (Malhotra, 1998;Larson and Björn-Andersen, 2001;Reijers, 2003). Davenport and Short (1990) have defined the concept of a business process as a set of logically related tasks performed to achieve a defined business outcome.…”