Business process reengineering and its success in Uganda; evidence from URA

Abstract

This study examined the business process re engineering as implemented by Uganda Revenue Authority. It was guided by three objectives which included assessment of the relevance of BPR, identification of the success factors of BPR as used by URA and the challenges faced in implementation of a successful BPR in URA. Using a case study design, data was collected from a sample of 104 employees at URA using self administered questionnaires and interviews. The findings on the relevance of BPR at URA revealed that demand for change, dynamic business environment, diminishing of monopolistic tendencies, process centric nature of business processes, organizational effectiveness and technologic advancements stimulate the need for business process redesign. The findings on the success factors of BPR revealed that organizational culture, training and education, ICT, financial resources, management support, change, population needs and effective communication are essential to the success of business process reengineering. Furthermore, challenges revealed that there is need to improve the adequacy of IT systems, communication, commitment to BPR projects, political interference, strategy and management support to reap all fruits from business process reengineering. BPR results in reorganization of a company and new structures originate from restructuring processes that are cost-effective, reducing the operating costs. Therefore, BPR has a significant positive impact on public organizations. It can be deduced that a well thought out reengineering process can lead to remarkable results. It can be recommended that BPR project managers give enough attention to factors related to project functionality. The project team must be focused on accomplishing BPR project results without internal or external political influence. Further, project managers should create and cluster BPR teams in harmony with the processes being reengineered, and these representatives must be trained to communicate candidly, receive and disseminate feedback on work progress and prepare periodical BPR reports. The BPR team needs to benchmark with public sector organizations that have successfully implemented BPR. To gain wider employee support, top management should communicate all forthcoming BPR activities and the benefits of that to all employees promptly. This will not only minimize resistance but will also ensure continuity and harmony.