Conclusion 01: Frequent, but Gradual Change
Radical process change isn't that common, but frequent, gradual change is a constant, and companies are often committed to continuous process improvement. Yet it turns out that even successful companies aren't likely to follow well-defined methods for supporting ongoing business process change. One surprise: Business process reengineering, though widely demonized, appears to be alive and well.
Companies say they're focused on continuous process change, with 69% saying they're definitely committed to what's often called kaizen. But are companies really following through? Only 36% of respondents say their firm has clearly defined methods for achieving continuous process change. Even companies that are devoted to continuous process change have well-defined methods just 48% of the time.
The death of Reengineering has apparently been greatly exaggerated, with about two thirds (65%) saying they do it every two years or less. While it's not clear whether respondents mean it's an end-to-end revamping of a company's business processes or just any important change, it does indicate that IT departments must be ready to tackle significant, and even disruptive, change.
Forty-eight percent of respondents say their companies are satisfied with its approach toward business process change. But just 23% say they're using software to simulate new business processes before committing to them.
This article was originally published on 08-13-2002
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