UMNO Needs Political Process Reengineering (PPR)
Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.
A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work.
Not surprisingly, BPR has captured the interest of UMNO, which are faced with an urgent need to reduce costs and improve service to the Malaysian public.
This Political Process Reengineering is designed to help leaders review political process reengineering projects in a Putrajaya and States setting, determine the soundness of these efforts, and identify actions needed to improve the prospects for their success.
The nine major assessment issues in this theory deal with elements considered by experts to be stepping stones to successful PPR. These issues cover a wide range of activities, such as identifying customer needs and performance problems, reassessing strategic goals, defining reengineering opportunities, managing reengineering projects, controlling risks and maximizing benefits, managing organizational changes, and successfully implementing new processes.
Taken together, the issues in this theory provide a general framework for assessing a reengineering project, from initial strategic planning and goal-setting to post-implementation assessments.
Part A: Assessing the UMNO's Decision to Pursue Reengineering
Assessment Issue 1: Has UMNO Reassessed Its Mission and Strategic Goals?
Assessment Issue 2: Has UMNO Identified Performance Problems and Set Improvement Goals?
Assessment Issue 3: Should UMNO Engage in Reengineering?
Part B: Assessing the New Process' Development
Assessment Issue 4: Is the Reengineering Project Appropriately Managed?
Assessment Issue 5: Has the Project Team Analyzed the Target Process and Developed Feasible Alternatives?
Assessment Issue 6: Has the Project Team Completed a Sound Political Case for Implementing the New Process?
Part C: Assessing Project Implementation and Results
Assessment Issue 7: Is UMNO Following a Comprehensive Implementation Plan?
Assessment Issue 8: Are UMNO Executives Addressing Change Management Issues?
Assessment Issue 9: Is the New Process Achieving the Desired Results?
These questions are posed to UMNO President and Executive Committee members to answer.