Market, competitive, and customer pressures are relentless. Each requires businesses to seek new areas of unique advantage and cost savings in order to remain competitive. Process improvement and re-engineering can provide great advantage. No longer the domain of large enterprises, such endeavors have shown to return new opportunity to SMB’s.
Unfortunately process re-engineering and improvement generally suffer from a pervasive recognition that such activities haven’t completely delivered on promised benefits. Additionally realized benefits seem fleeting, or not sustainable over the long haul. In general, this perception has contributed to cautiousness when adopting new technology or tackling new process improvement initiatives. Individual project studies over the past ten years, by organizations such as Forrester Research, the Gartner Group, and businesses, indicate that the process re-engineering/ improvement initiatives weren’t bad but that the problem lay more in the implementation. Unfortunately, many businesses succumb to these common pitfalls: