The importance of developing foresightedness is an essential activity for any organisation, especially in times of increasing complexity and dynamism.

Business wargaming strategy emphasises on factors that helps a company with strategic, operational planning, and execution of ideas. The strategy is widely used in military for getting prepared for an unseen and dynamic situation therefore preparing for future ruling out any uncertainties.

These days business wargaming is also used in the context of business strategy and competitive intelligence in organisations. A business wargame helps in seeing several years into future, therefore allowing participants to ‘experience’ unrealistic and dynamic situation in which an organisation could be considering the governing pressures from within organisation and its ambience.

We at Synverse business consulting arm argue that with dynamic nature of its participant’s business wargaming strategy can overcome cognitive barriers and detect weak signals of change in an organisational environment therefore creating a window of opportunity for assisting organisations in developing foresight for better decision making and growth.

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Please reach vishal.kumar@synverse.com to know how Synverse Business Wargaming strategy can benefit your organisation enabling it for better decision making.

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With time comes complexities and with complexities comes real business challenges, sometimes questioning the very essence of survival.

Doing business in unprecedented times provides a breeding ground to ever growing uncertainties and therefore a need to focus on redefining business strategy. Business process re-engineering and modelling are often considered necessary in companies looking forward to radical change and redesign of business processes for improvement in performance, speed, cost and services.

Many companies have built successful libraries, stocked with business cases showing the excellence achieved by bringing change in business processes. It is important to understand that it is not the process only which brings the success due to such a change; it’s also about the business strategy with which the processes are being implemented.

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Companies of different natures have failed badly due to poor insight of business strategy and its real implementation while performing BPR. Hammer and Champy – fathers of BPR ideology speak at the forefront indicating BPR is just not a simple change but more than what is expected in uncertain business environment. Some of the KEY

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reasons why companies have failed to achieve true benefits of BPR include:

• Focus on fixing a process instead of changing it.
• Ignorance of not looking into other key business areas while focusing on process redesign (eg: labour relationships, reward system, authority and redefinition of responsibilities)
• Negligence of people’s  beliefs and values.
• Getting biased due to strong organisational culture which prevents re-engineering of legacy processes.
• Inability of distinguishing between reengineering and other business improvement initiatives (eg:  strategic alignment, quality improvement innovation, empowerment, customer-supplier partnerships etc.)
• Primarily focusing on design without giving much thought on its implementation.
• Motive of achieving process re-engineering without making anyone unhappy.

Often companies get engrossed thinking about re-engineering business processes. They eventually get involved so deeply refining business processes that they start losing the grip on key business areas to focus simultaneously.

A good example to cover on BPR failure would be TELECO, a U.S. telecommunications company which took Business Process Reengineering (BPR) initiative in response to continued market pressures questioning its survival. The reasons of BPR failure were not related to lack of technical competency, but core business strategy misalignment.

The senior management were short of Business Process Reengineering experience, because of which continuity and stability of leadership was damaged badly. There were many changes in plans, once they were implemented. Lack of communication further created huge problems thereby putting undue pressure on employees to perform. Moreover, the employees didn’t have enough training to feel confident with new business process change.

Such organisational factors bring unseen problems therefore restricting the growth plans of companies. It is therefore necessary to have a perfect blend of business strategy and its implementation at corporate level.

With years of experience in providing quality services to proud customers, Synverse has created core capabilities understanding business segments, market and technology to enable companies through BPR but not just “Business” “Process” and “Re-engineering”.

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Please reach vishal.kumar@synverse.com to discuss BPR beyond “Business” “Process” and “Re-Engineering”.