{"id":612,"date":"2006-07-10T15:45:22","date_gmt":"2006-07-10T18:45:22","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=612"},"modified":"2016-09-28T14:55:46","modified_gmt":"2016-09-28T17:55:46","slug":"reingenieria-cambios-rapidos","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/reingenieria-cambios-rapidos\/","title":{"rendered":"Reengineering: Rapid Changes"},"content":{"rendered":"

Reengineering is the rapid and radical redesign of strategic value-added processes. It is a technology that, when applied correctly, studies all organizational processes to determine whether or not they contribute to meeting a value perceived by the customer.
\nProcesses that add value are improved; those that don't are eliminated. The goal is to dramatically improve productivity and prepare the organization to compete in turbulent environments.\"reingenieria-de-procesos\"<\/a><\/p>\n

In practice, many clients ask us for Reengineering applied to specific sectors of the organization. That's why they talk to us about Human Resources Reengineering, Quality Reengineering<\/strong>, either Administrative Reengineering<\/strong>The idea behind these requests is always to improve the effectiveness of some of these areas, and therefore, reengineering is presented as one of the most appropriate tools to resolve these emergencies.<\/p>\n

It is necessary to clarify that Process Reengineering is applicable to Operational Level<\/strong> but not to Strategic Level<\/strong>That is, it can show a company how to do things well, but only in a very limited way, what it should do. Given the speed at which these processes are carried out, a clear strategic definition is necessary as a prior background; otherwise, the results may not be as expected.<\/p>\n

Improving performance is a matter for the operational level of the business, and therefore falls within the scope of Reengineering. Selecting the right market to operate in, or the right products for a given market, are matters for the strategic level of the business and therefore outside the scope of Reengineering. Strategic problems can never be resolved at the operational level. Graphically speaking: If the plane is headed straight for the hill, it's useless for the turbines to work better than ever!<\/p>\n

Because of this fundamental characteristic of Reengineering, every time a client requests a process of this type, we try to investigate how defined the organization's basic strategies are. If we see a lack of clarity or insufficient formalization and consensus among critical stakeholders, it is our responsibility to point this out in order to work in advance on a strategic plan for the organization. Otherwise, the efforts aimed at reengineering will not find support and applicability in the company.<\/p>\n

How to get started<\/strong><\/p>\n

Based on a clear definition of what the company wants to be and where it intends to focus, Reengineering will begin by clearly identifying the link between what the company does and what its environment expects it to do.<\/p>\n

Some work guidelines will be:<\/p>\n