| dc.description.abstract | Business Process Reengineering (BPR) is one of the arms of strategic
management which is used to ensure that a business remains competitive in
it's industry. It plays a key role in efficiently allocating and utilizing
resources at the disposal of the management of an organization.
The purpose of the study was to find out the extent to which the conditions
necessary for implementation of BPR were adhered to by the Kenyan
companies dealing in Gemstones in Nairobi. It was expected that BPR
would improve profitability for the firms which adopted it, but the actual
results were contrary; the firms continued to lose market shares.
Primary data was used in the study and was collected by the user; descriptive
statistics was used to analyze the data, and graphical presentation of the
aspects of BPR was done. The results indicated that a big percentage of the
firms that applied BPR did so without factoring in the conditions necessary
for BPR implementation.
The findings of the study revealed that companies that have implemented
BPR do not appear to be doing any better than they were before the change.
The reasons for failure according to the study can be attributed to poor BPR
leadership, poor style or system of implementation and un-preparedness for
change.
In most of the firms, the executive team was non compliant and derailed the
entire program by withholding resources, or failing to meet commitments
and obligations. It was also revealed that some firms lacked a dedicated team
of talented, imaginative people who' are unafraid to break rules, who can
work together in a multifunctional and multidisciplinary manner and who
put customer needs above organizational turf battles.
It is recommended that urgent action be taken by the chief executives of the
firms that applied BPR the wrong way. | en |
