Business Process Reengineering in  Government Agencies: Lessons from an  Experience in Mexico

Fragoso, Jaime Torres

doi:10.4236/jssm.2015.83040

Cited by 11 publications

(6 citation statements)

References 3 publications

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“…The performance problem as experienced in APSOs can be adequately addressed through the adaptation to process reengineering (PR) and a clear understanding of its CSFs which were discussed in the preceding part of this paper. Finally, the pragmatists think that although PR is applicable in APSO, there is need for a customized methodology owing to the unique characteristics of APSOs and lessons should be adapted rather than adopted from the private sector, together with keen attention to basic success and failure factors (Fragoso, 2015). The pragmatists also recognize several regulatory, statutory, and legal issues that affect swift PR ISSN 2161-7104 2020 principle application in APSOs and the need for major stakeholders to lend their weights on every proposed idea before acceptance, adoption, and application.…”

Section: Methodology For Pr Application In Apsos and Lessons From Thementioning

confidence: 99%

Process Reengineering in African Public Sector: Lessons From the Private Sector

Fatile¹,

Mutereko²,

Etim³

2020

JPAG

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Process reengineering (PR) is a newly introduced approach to process management; it pays close attention to all the processes that are related to the achievement of organizational objectives. Although originally developed for and applied in the private sector, PR is expected to constitute a handy tool for the transformation of work processes in public sector organizations (PSOs), especially in this era of information and communications technology. This paper x-rays PR in African public sector organizations (APSOs) with an emphasis on lessons to be learnt from the private sector. This paper adopts a descriptive approach, to validate and modify extant theoretical models that are relevant in explaining PR in APSOs. The paper observes that APSOs, unlike the private sector organizations (PrSOs), PSOs have failed in the adoption of PR as well as carrying out logically related tasks in such a way that well-defined results are achieved. It reveals further that poor PR in APSOs has been a clog in the wheel of achieving high performance, efficient service delivery, public satisfaction, efficient management of resources, and sustainable development in Africa. This paper concludes that APSOs can fully adopt PR if they cut down on excessive bureaucracy and learn more from the private sector in terms of readiness and adaptability to environmental changes and transformation as advocated by the contingency theory (CT). The paper recommends, amongst others, that there should be the availability of information technology (IT) infrastructure and the willingness on the part of government representatives to deploy new technologies through adequate support for information technology companies and the prioritization of IT application's needs for high system automation. Managers of APSOs should be given the power to effect changes when the need arises, without any form of influence. Also, there should be concerns about the future of PSOs, and citizens who are clients thereof should be held in high esteem and not to be treated as ‘people in need of favour’. Finally, APSOs should embrace radical changes associated with PR especially by ensuring that promotions are based on merit and not on seniority alone.

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Section: Methodology For Pr Application In Apsos and Lessons From Thementioning

confidence: 99%

Process Reengineering in African Public Sector: Lessons From the Private Sector

Fatile¹,

Mutereko²,

Etim³

2020

JPAG

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“…Sometimes, cost reduction can be analyzed in terms of simply eliminating an activity step (a link in a chain or a modular element) in an existing service, as this kind of cost reduction is often the easiest to measure and quantify. More frequently, however, it means reconfiguring the current activity steps in a lower cost manner: that is, some kind of "business process reengineering" (BPR) [167] applied to public agencies [147,[168][169][170][171]. The introduction of electronic communication systems (for example, the use of email) facilitates many such BPR cost reductions, with each individual reconfiguration sometimes having only an almost imperceptible impact on aggregate production cost.…”

Section: Estimating Value Creation: Either Currently or Under Potentimentioning

confidence: 99%

What Is Public Agency Strategic Analysis (PASA) and How Does It Differ from Public Policy Analysis and Firm Strategy Analysis?

Vining

2016

Administrative Sciences

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Public agency strategic analysis (PASA) is different from public policy analysis because public agency executives face numerous constraints that those performing "unconstrained" policy analysis do not. It is also different from private sector strategic analysis. But because of similar constraints and realities, some generic and private sector strategic analysis techniques can be useful to those carrying out PASA, if appropriately modified. Analysis of the external agency environment (external forces) and internal value creation processes ("value chains", "modular assembly" processes or "multi-sided intermediation platforms") are the most important components of PASA. Also, agency executives must focus on feasible alternatives. In sum, PASA must be practical. But public executives need to take seriously public value, and specifically social efficiency, when engaging in PASA. Unless they do so, their strategic analyses will not have normative legitimacy because enhancing public value is not the same as in some versions of public value or in agency "profit maximization". Although similarly constrained, normatively appropriate public agency strategic analysis is not "giving clients what they want" or "making the public sector business case". PASA must be both practical and principled.

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“…Fragoso [15] presented a study on the findings from the implementation of BPR in two Mexican ports. The study confirmed that BPR is a good technique to be used in improving the management of public agencies.…”

Section: Related Workmentioning

confidence: 99%