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be the
first to
initiate
the reengineering
initiatives. The
leve l of change cannot be
bottom to up
it is must be encouraged from up to bottom. However, the
implementation could be conduct from bottom to up.
2. Radical
Radical means discard old rules and believes in the organization change all old
habits. If necessary, rewrite the mission and vision to accommodate the needs for
transform. “Clean sheet paper” approach could be used; it means that begin to
writing again from the scratch. This approach is seldom happens, many
reengineering
Methodist
argue
about
the
affectivity
of
this
approach.
The
cons
argue that this approach is not realistic; due to it are enormous needs of financial
capital and also hidden political disturbance. The pros argue that this approach is
the best possible approach in BPR. The cost of change is still
reasonable than the
cost of status quo. Nevertheless, Reengineering must be seen by case-by-case
approach, which means it will be different case for ach organization. There is no
way to generalize all the case for each organization.
3. Dramatic
Reengineering
is
not
seeking
about
10
percent
or
20
percent
improvement,
its
plan for quantum leap improvement 100 percent to 500 percent improvement.
Moreover, Reengineering is not deal with incremental, step-by-step,
and
improvement.
Thus,
result
from
dramatic improvement can be measures from
organization performance in cost, quality, service and speed.
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