Editor in Chief: Moh. Reza Huwaida Wednesday, October 17th, 2018

Why our public sector organizations need Business Process Re-engineering?

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Why our public sector organizations need Business Process Re-engineering?

Ambiguity in purpose, complicated operation, low efficiency, low results and low profit are the main organizational issues that Afghan public sector organization faces in the country. And organizational inefficiency and ineffectiveness are the main outcomes of such organizational problems which ultimately led to customers (people) dissatisfaction and distances people from the government. As a result, our public sector organizations require some significant changes in their organizational structures to provide quality service to the Afghan citizens.
Business Process Re-engineering is a one of the mechanisms that enables an organization bring changes in its structure and in process within the business environment. The entire technological, human and organizational dimensions may be changed in the Business Process Re-engineering.
When an organization undergoes BPR successfully, it may have changes in the following areas.
1. Clarity of Purpose
The first step to any successful implementation of BPR is to be sure that the leadership has a solid grasp on all of the aspects of its business, from the organizational mission statement to customer base. Going in with faulty information undermines the process, so the leadership has to make sure that everything is what it should be.
It might seem strange to think about, but it’s not uncommon to find faulty information or assumptions somewhere within the organization business structure. Businesses change over time, whether it’s because of a changing market/industry or internal evolution, and, because of this, your goals and other important driving factors will too. While going through BPR, the leadership can re-familiarize itself with the organization business, making sure that all operations are oriented towards the correct goals and moving towards them by using the right information.
2. Simple and Streamlined Operation
At the end of (BPR) process, the organization is left with a business that has streamlined its functions and cut out superfluous processes that used to slow things down. The result is that efforts become more directed towards the clear goals that the leadership set out during BPR. Instead of jumping through complicated process to get things done, employees can now take the shortest path between the start of a project or a business and successful completion.
Careful analysis and reform of the organizational business processes will cause daily operations to make more sense. With more logical processes, employees will find it easier to follow procedure and complete tasks. In addition, no one likes having inefficient processes forced upon them, so simpler operations can even increase employee satisfaction.
3. Increased Efficiency
Increased efficiency comes hand-in-hand with a streamlined operation. By paring down operations and tweaking processes, the leadership cause things to move through the company both easier and faster, greatly increasing overall efficiency.
Instead of struggling through organizational red tape, employees have more time to perform meaningful work. Less time spend working through inefficient organizational structures means time better spent in the workplace.
4. Better Results and Products
Efficiency and focused goals allow the leadership and the employees to put more energy towards the organization products, which will improve them. In addition, better organizational schemes and lines of communication foster improvement and innovation as well as insulating your business by making your company more reactive, improving results all around.
Re-engineering your processes provides improvement in all areas of your business, and those improvements trickle down to your product.
5. More Profit
All of these results come together to bring more profit to the organization business: 1) Lower operational costs as a result of streamlining and eliminating some processes 2) Better organization and goals creating more productive (and maybe happier) employees 3) Better products driving more sales.
In sum, Afghan public sector suffers heavily from ineffective structures and complicated processes. These issues are the causes of low organizational productivity. Thus, it calls for implementing calculated changes in our public sector organizations to improve organizational productivity and reduce the gap between the people and government.

Sakhi Rezaie is the newly emerging writer of the Daily Outlook Afghanistan. He can be reached outlookafghanistan@gmail.com

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