Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to early BPR proponent Thomas H. Davenport (1990), a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes, rather than iterative optimization of sub-processes. BPR is influenced by technological innovations as industry players replace old methods of business operations with cost-saving innovative technologies such as automation that can radically transform business operations. Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Overview Business process re-engineering (BPR) is a comprehensive approach to redesigning and optimizing organizational processes to improve efficiency, effectiveness, and adaptability. This method of organizational transformation is implemented by analyzing and restructuring various aspects of a business, such as workflow, communication, and decision-making processes, with the goal of achieving significant improvements in performance, such as increased productivity, reduced costs, and improved customer satisfaction. BPR is a powerful tool that can be applied to various industries and organizations of all sizes, and it can be achieved through various methodologies and techniques, such as process mapping, process simulation, and process automation. Organizations re-engineer two key areas of their businesses. First, they use modern technology to enhance data dissemination and decision-making processes. Then, they alter functional organizations to form functional teams. Re-engineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?" An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, does it go on to decide how to best do it. Within the framework of this basic assessment of mission and goals, re-engineering focuses on the organization's business processes—the steps and