Ризики та фактори успіху реінжинірингу бізнес-процесів підприємства

Abstract

The article examines the conceptual foundations of business process reengineering (BPR), defined as the fundamental rethinking and radical redesign of processes to achieve dramatic improvements. The significant potential of BPR for reducing cycle time (by 60–90%) and lowering costs (by 40–70%) is analyzed. Special attention is paid to the high risks inherent in this methodology and the common failures that lead to unsuccessful projects. Critical success factors within economic context are identified, including the need to overcome the conservatism of functionalhierarchical structures, ensure a systemic approach to cultural transformation, and secure top management commitment.