Under the reengineering methodology link on your right we explained the different steps in the reengineering process.

In this section, we would like to focus on the phases of reengineering as it effect employee attitude, satisfaction and concern.

1. You start business process reengineering with understanding why you need to reengineer?

In this phase the board and executives come to reality.

This is like when you look at your savings and realize you have not saved enough money for retirement.

Executives get scared. Some executives are in denial. They think the problems and challenges will go away. It takes strong leadership from the CEO and President or an ultimatum form the board to get people to realize they have to make major changes.

2. You decide where you need to reengineer?

This is where you decide to where you will start.

This is like saying we go out to dinner 2-3 times per week and I need to reduce this to one time per week in order to meet my retirement goals.

Likewise, this is where the executives and board decide where they will reengineer.

Executives may still be in denial, but they at least start the process. Here rumors may spread.

3. You create a communication plan to explain the reasons for reengineering, the process, and the expected results.

The communication plan is where people start thinking about all the changes. How will the executives answer questions about job stability from employees, their co-workers who are friends, etc.

There is still a great deal of discomfort for many executives especially as the rumors start to fly. It is common for a rumor dealing with shutting down a whole department or an entire location.

4. Now you can begin the reengineering process.

During the reengineering processes, executives and employees struggle with the potential lose of jobs or at least having to learn a new process. As the reengineering process unfolds it becomes clearer who will be affected. Employees and executives begin to see where the changes will occur. Some employees may leave in anticipation of these changes at in opportune times

5. Now you have reengineered the process.

Now we have the new process in place. Some employees

• are sad because their friends and co-workers have left
• are struggling with the new process and are not sure they can perform the new process
• are sabotaging the new process and hoping not to get caught
• are performing the old process as well as the new process and hoping not to get caught
• customers may be unsatisfied especially with delays
• vendors may complain that the new process increases their cost with no additional revenue

Finally problems with the new processes are greatly reduced. New equipment, technology, software is in place. Employees are trained. Employees begin to feel better.

Call Ken Kipers or John Antos at  972.980.7407 to find out how Reengineering can help you reach your goals and give your peace of mind