OPERATIONALIZING STRATEGY THROUGH PROCESS

The application of business process re-engineering in organizations co ntinues unabated. A central issue that has not been sufficiently consi dered is the method of identifying and choosing the processes which sh ould be re-engineered. If the claimed benefits of substantial performa nce improvement are to be secured, it is vital that a classification o f process exists to facilitate selection of those most likely to deliv er such benefits. This article considers the need for such a classific ation and the responses currently available in the literature, and con cludes that this Is both a critical and a neglected matter. A classifi cation scheme explicitly linking processes to business strategy is pre sented. The article concludes by illustrating how the scheme was emplo yed by one organization during its re-engineering initiative to yield significant benefit. (C) 1997 Elsevier Science Ltd.