Central Thrust of BPR:

BPR always focus on continuous Improvement process. It considers the cost and quality after improvement on the thrust areas of an organisation.

It is well known that BPR considers the processes in various dimensions.

Then,what is its main concern ?

It’s thrust area may be identified as the reduction of the total cycle time of a business process. BPR always aims to reduce process time cycle by eliminating the steps which do not contribute to the process and which constraints the smooth process cycle.

It tries to simplify the systems and procedures and by eliminating the transit and waiting times to the greatest extent.

Reengineering does not mean any partial modification or marginal improvement in the existing

work processes rather it is radical and total redesigning of the business processes. BPR enforce to restructuring of organization however any restructuring does not necessarily mean reengineering. 

The basic principles that differentiate reengineering from any other drive on improving organizational efficiency may be briefly summarized as follows:

Primarily, reengineering is discontinuity the way of doing work that you have done till the date.

Reengineering does not consider any partial modification or marginal improvement in the

existing business processes. It guides in achieving business goals by redesigning the process entirely.

BPR measures the existing processes and procedures of doing work and determine their contribution on the business goals. It generally assumes the complete change in existing processes. 

It also considers the implication of information technology and recognizes the vast and expanding potential of IT for the most rational, simple, and efficient redesign of work

structure. BPR demands the use of information technology for a new process, instead of automating the existing process.

BPR is the fundamental and radical changes of the business process. While reengineering the process, it has its own implication almost on every part of it.

Radical changes in business processes is not easier and safe task. It is not just changing the process. It considers the entire change in every aspect in an organisation.

 It motivates people have the choice of making their own decisions instead of being directed. Functional departments find their existence as redundant. Practically every aspect of the organization changes beyond recognition.

In order to redesign the whole business process it is required that the organisational vision and commitment of the organizations top leadership to see through its successful completion. Also faster and efficient redesigned business processes provide a firm with many more opportunities for trying, testing, modifying and learning.