Business Process Reengineering (BPR) is a strategic approach aimed at completely redesigning business processes to achieve significant improvements in areas such as cost reduction, efficiency enhancement, and customer satisfaction. It involves a series of well-defined phases to ensure successful implementation. In this blog, we'll delve into each phase in detail, exploring its significance and key activities.

  1. Begin Organizational Change

The first phase of BPR involves initiating organizational change. This phase is crucial as it sets the stage for the entire reengineering process. Here, top management communicates the need for change, outlines its vision, and secures the commitment of key stakeholders. Employees must understand why change is necessary and how it aligns with the organization's goals.

Activities in this phase include conducting a thorough assessment of the current state of affairs, identifying pain points and areas for improvement, and establishing a sense of urgency among employees. Clear communication and leadership support are essential to overcoming resistance and fostering a culture receptive to change.

  1. Build the Reengineering Organization

In this phase, a dedicated team is assembled to drive the reengineering efforts forward. The team typically comprises individuals from various departments and levels within the organization, bringing diverse perspectives and expertise to the table. Leadership plays a critical role in selecting team members and providing them with the necessary resources and authority to execute the reengineering process effectively.

Key activities include defining team roles and responsibilities, establishing communication channels, and fostering collaboration among team members. Building a cohesive and motivated team is essential for navigating the complexities of BPR and ensuring alignment with organizational objectives.

  1. Identify BPR Opportunities

Identifying BPR opportunities involves evaluating existing processes to pinpoint areas ripe for reengineering. This phase requires a comprehensive analysis of business operations, including workflow inefficiencies, bottlenecks, redundant tasks, and obsolete practices. The goal is to identify processes that have the potential for significant improvement and align with the organization's strategic priorities.

Activities in this phase may include conducting process mapping sessions, gathering input from stakeholders, analyzing performance metrics, and benchmarking against industry best practices. By identifying BPR opportunities, organizations can prioritize their efforts and focus on initiatives that deliver the greatest impact.

  1. Understand the Existing Process

Before reengineering can take place, it's essential to gain a deep understanding of the existing processes. This involves examining the current state in detail, including inputs, outputs, activities, dependencies, and pain points. Through process analysis, organizations can identify inefficiencies, redundancies, and areas for optimization.

Activities in this phase may include documenting process flows, conducting interviews with process owners and stakeholders, analyzing data and performance metrics, and identifying root causes of problems. The insights gained from understanding the existing process serve as a foundation for designing and implementing improved workflows.

  1. Reengineer the Process

The reengineering phase is where the actual transformation takes place. It involves radically redesigning processes to achieve breakthrough improvements in performance, quality, and efficiency. This phase challenges organizations to think creatively and explore innovative solutions to address underlying issues and meet business objectives.

Activities in this phase may include brainstorming sessions, process redesign workshops, prototyping, and piloting new approaches. Collaboration among cross-functional teams is critical for generating and evaluating ideas, identifying trade-offs, and developing practical solutions that deliver tangible results.

  1. Blueprint the New Business System

Once the redesigned processes have been developed and validated, the next step is to create a blueprint for the new business system. This blueprint serves as a roadmap for implementing the changes and provides guidance on how the organization will operate in the future.

Activities in this phase may include documenting updated process flows, defining roles and responsibilities, specifying technology requirements, and outlining implementation timelines. Clear communication and stakeholder engagement are essential for gaining buy-in and ensuring alignment with the overall vision.

  1. Perform the Transformation

The final phase of BPR involves implementing the changes and transitioning to the new way of working. This phase requires careful planning, coordination, and execution to minimize disruptions and maximize the effectiveness of the reengineering efforts.

Activities in this phase may include training employees on new processes and systems, updating policies and procedures, deploying technology solutions, and monitoring performance to ensure the desired outcomes are achieved. Continuous improvement and adaptation are key as organizations navigate the transition and strive to realize the full benefits of their reengineering initiatives.


The different phases of Business Process Reengineering form a systematic approach for driving organizational change and achieving breakthrough improvements in performance and efficiency. By following these phases and embracing a culture of innovation and continuous improvement, organizations can position themselves for long-term success in today's dynamic business environment.

Author's Bio: 

• A business solution centric Odoo Consultant and IT professional with about 13+ years of experience spanning Odoo delivery, Sales, pre-sales, Odoo product development, Odoo business consulting, outsourcing & ADM services in leadership positions.

• Has headed Practices for Enterprise Solutions ( SAP, Baan & Odoo )

• Experience across domains likeSales and Marketing, Logistics, Manufacturing, Retail, Chemical, Automotive maped to Odoo

• Extensive experience in large program delivery & business process transformation consulting (Odoo Consultant) for multiple programs

• Demonstrated experience in designing new product & service offerings and executing global Go-To-Market strategies for new offerings for new market penetration

• Proven leadership skills with balanced focus on people, processes & technology

• Pioneered the use of ERP systems in various Processing Industry

• Worked as Process Heads of Marketing, Sales, Purchase, HR, ERP Project deliveries and also worked as Business Heads for many companies like IBM, JKT, Denave India, FCS and presently at Apagen