𝗥𝗲𝘀𝘂𝗿𝗿𝗲𝗰𝘁𝗶𝗻𝗴 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗥𝗲𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴: 𝗛𝗼𝘄 𝗚𝗲𝗻𝗔𝗜 𝗗𝗲𝗺𝗮𝗻𝗱𝘀 𝗮 𝗥𝗲𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝗮𝗿𝘆 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵

"Process" is boring. Let’s face it: few people get excited about processes. Yet, as leaders of tech and data companies, we know how critical processes are to operational efficiency, scaling, and delivering value to clients.

But the very mention of “process redesign” can trigger groans and headaches. Why? Because processes are often messy, vary across regions, and were designed to fit the organizational structures of the past. Changing them feels like a nightmare of endless discussions, resource reallocation battles, and an overwhelming sense of complexity.

So here’s my provocative question: Is it time to bring back Business Process Reengineering (BPR) from the 1990s?

A Quick Look Back at BPR

BPR emerged at the dawn of computers entering businesses. It was revolutionary: the idea wasn’t just to improve processes but to completely reinvent them from a clean slate, leveraging new technology to rethink how work was done fundamentally. The methodology was bold—investigate, prototype, and then deploy entirely new ways of operating.

But as the ERP wave hit, systems became rigid. Companies avoided disruptions at all costs. Process improvement turned into process documentation, where tweaks replaced transformation. BPI (Business Process Improvement) and BPO (Business Process Optimization) became the norm, applying patches to pain points instead of solving the root problem.

Later, BPM (Business Process Management) tools like Pega and Appian emerged, offering scaled improvements. These tools locked processes into conveyor-belt-like workflows, introducing bureaucracy rather than flexibility. Analytics like process mining promised insights but often delivered frustration—“garbage in, garbage out.”

Fast forward to today, and we’re seeing the arrival of Generative AI and its potential to deliver transformative productivity gains. But here’s the catch: it requires a radical rethinking of processes, not more patches on the current system.

The Problem with “Improving”

As I speak with leaders across the industry, one thing is clear: simply applying lean principles or optimizing here and there won’t cut it in the age of AI. To fully leverage AI, we need to reimagine how work gets done—starting from the assumption that AI will do 100% of the task.

For example:

• What data should the AI agent have access to?

• What knowledge must it possess?

• What outputs should it generate?

If we approach process design this way—working backward from an AI-driven future—we can focus on what really matters: creating the conditions for AI to succeed.

Why BPR, and Why Now?

The potential of Agentic AI, capable of autonomous decision-making and task execution, signals that the current incremental approach to process improvement is no longer sufficient. This is our chance to dust off BPR, modernize it, and embrace a new era of process reinvention.

Imagine starting with outputs and designing processes as if an AI agent performs every task flawlessly. By focusing on inputs, outputs, and the requirements for AI systems to succeed, we can create simpler, more efficient workflows while positioning our companies for scalable growth.

A Call to Action

The era of patching and optimizing is over. The age of rethinking and reengineering is here. As leaders, we need to ask ourselves:

• Are we bold enough to revisit fundamental questions about how work gets done?

• Can we rethink processes to maximize the potential of generative and Agentic AI?

• Will we embrace disruption to build the future?

I believe the answer is yes. But it starts with us as leaders challenging the status quo and daring to reinvent. I’d love to hear your thoughts:

• What approaches have worked for you in rethinking processes?

• How are you preparing your organization for the age of AI-driven automation?

Let’s start the conversation—and the reinvention.