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1、BostonConsultingGroupBPRApproachKaiA.SimonViktaInstitute1GeneralaspectsTheBCGhasabackgroundinstrategyconsultingconsidersitselfasamajcontributtothestrategyfield.SeveraloftheconceptsbeingdevelopedbyBCGhaveinfactfoundtheirw

2、ayintothegeneralmethodptfolioofstrategydevelopmentstrategicchange.ThemostprominentoneistheBostonMatrix(BostonSquare)aqualitativetechniquefproductlifecycleproductptfolioanalysis.TheBCGemploysasetoftwelveguidingprinciplesf

3、reengineering.Eventhoughtheycannotbeconsideredasafmalmethodtheyprovideabasisftheanalysisdesignwkbeingpartofaprocessimprovementinitiative.TheBCGapproachhasaclearfocusonprocesscycletimehasbeenpromotedunderthenameofTimeBase

4、dCompetition.ThepublicationofabookunderthenameofCompetingagainstTime:HowtimebasedcompetitionisreshapingglobalmarketsauthedbyBCGconsultantsGegeStalkThomasHout(1990)hasbeencontributingtomakingBCGaplayerinthearena.Accdingto

5、theprinciplesoftheBCGapproachtimeisthemostimptantaspectofprocessimprovementconstitutesaprerequisitedriverfimprovementsinotherperfmancedimensionssuchascostquality.Therelationbetweenthedifferentdimensionscanbedescribedlike

6、following.beenexploitedbythecompanyanycompetit.AthirdareafITuseisthesupptofinfmationrichprocesseswhereITcanprovidehelpinmanaginglargeamountsofinfmationefficiently.Usinginfmationtechnologyfachievingcompetitiveadvantageinc

7、ludesagenuineunderstingofhowitcanbedeployedwhenthisshouldbedonewherethe”how”questionisansweredbylinemanagerstogetherwithITexpertsthe”when”questionbytopmanagementwhichhastoplanguidetheimplementationaccdingtothefirm’sstrat

8、egicobjectives.3ThetwelveprinciplesofreengineeringBCGisusingasetof12principlesthatareusedasguidingprinciplesratherthanimperativesfthechangeprocess.Takingitsstartingpointintheroleofsenimanagementstrategytheseguidelinesbas

9、icallydescribethecriticalsuccessfactsfareengineeringproject.ThefollowinglistsummarizestheBCGprinciplesprovidesashtinterpretationoftheirmeaning.?Senimanagementmustleadreengineering.Thismeansfirstlythatsenimanagementsrolei

10、stoleadthechangebutnottomanageit.Itisimptanttodistinguishbetweentheseroleswhereleadingmeansfacilitatingpromotingsponsingwhereasmanagingmeanscontroldirectintervention.Secondlysenimanagementisresponsiblef“shakingthebarrier

11、“i.e.removingroadblockssetupwithintheganizationbypeopleopposingthechangeprocess.?Strategymustdrivereengineering.Thefemoststrategicobjectiveistocreatecompetitiveadvantage.Howevercompetitiveadvantageisnotsolelydependingfro

12、mcompanyinternalstructuresprocessesbutisbasicallycreatedthroughdeliveringservicetocustomers.Consequentlytheunderlyingstrategysupptingthereengineeringefftmusttakeintoconsiderationexternaleffects.Inadditionstrategymustbeba

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