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| There was a clear definition of all parts involved in the process improvement and each can be further analyzed and modified. BPR is a separation between the old and new system as a foundation for cost justification. BPR proposed that a business could get far greater value from investment in IT by changing the way it was applied. Rather than using IT to automate existing business processes, it was used to rethink and fundamentally redesign key business processes for dramatic performance gains. The top-down methodology created a strong executive buy in and simplified the change process itself. At the heart of BPR was the notion of changing the entire process not just improving parts of it. Breakthroughs in performance could not be achieved by empowering employees with better tools, but by changing the old way of doing to the new, more optimized process. Both ISLM and BPR found their way into corporate environments. Both strived to improve business processes, better meet customer requirements, or add competitive advantage. Business reengineering initiatives often focused on revolutionizing key performance criteria, such as cost, delivery, and quality. ISLM initiatives were focused on improving the flow of information or the understanding how such information could be used. |
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wildwolf110
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- ×¢²á: 2011-09-03
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annahit(½ð±Ò+40, ·ÒëEPI+1): 2011-09-16 18:55:28
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