From Reengineering To Process Management - A Longitudinal Study of BPR in a Danish Manufacturing Company

Abstract
This paper is a longitudinal study of BPR initiatives at
Enzyme Business carried out between January 1994 and
March 1998 in Novo Nordisk A/S, one of the largest
companies in Denmark and the world's largest producer
of industrial enzymes with a market share of more than
50%. The paper provides empirical insight from a number
of BPR-projects and related BPR-initiatives, e.g. Business
System Reengineering projects. The paper suggests that
reengineering focusing on process orientation and
customer satisfaction in a functional organisation is a
valid alternative to a fully implemented process
organisation. Novo Nordisk Enzyme Business employs
this approach by integrating functional, industrial, and
business process strategies. As no process owner exists in
this setting, a role as a so-called Flowmaker is
established in order to facilitate and further streamline
the activities of each reengineered process. Furthermore,
it is concluded that several iterations in the Business
System Diamond is required in order to mature the
organisation in applying and obtaining success by the
concept of Business Process Reengineering.

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