By James Proctor  . He is the Director of Professional Services for The Inteq Group, Inc. and author of Mastering Business Chaos. He frequently lectures on business strategy, innovation and business transformation and serves on the board of commercial and non-profit organizations

To survive and thrive, organizations must not only continuously innovate to stay relevant to their customers, organizations must transform to accomplish strategic objectives to stay ahead of the competition.Business Process Reengineering (BPR) is strategic and disrupts existing business processes – workflows, roles, business policies and procedures, supporting technology and underlying business rules. BPR requires new ways of thinking – doing new things in new ways – resulting in transformational changes in end-to-end business processes in support of an organization’s strategic objectives.

BPR strips away legacy ideas of how an organization should operate. Nothing is sacred. New approaches, no matter how radical, are seriously considered. Properly implemented, BPR results in transformational change – meaning not just 10% improvement in the quality of products, customer service, speed of handling activities and productivity of the organization and employees. Think more in the range of 50% to 100%+.A well-known example of transformative BPR is Ford Motor Company’s accounts payable process. Ford discovered that it had 500 employees handling accounts payable while Mazda only had 5 people. Clearly, Ford needed to make some radical changes in the accounts payable space.