Six and Two Threes
Businesses and organisations are frantically concentrating their energies on redesigning their primary processes and this has been heralded as new and highly innovative, but is this really the case? Soft Systems Methodology (SSM) (Checkland, 1981) has long practised the art of ‘process gazing’, if only in the’ systems Thinking’ stages of the methodology. As today’s technology increasingly crosses and blurs traditional boundaries, Fayol’s and Weber’s functional division of organisations is clearly no longer appropriate, but is reorientating to a process determined modus operandi going to be enough and what lessons, if any, can be learned from information systems practice by incipient re engineers? In this paper the author will discuss the roles of IT and information systems within the enterprise; and will examine how they may have contributed to the ascendancy of current organisational trends such as Business Process Re engineering. The paper will also consider the more disparate, socio-economic factors which are being embraced, and at times overlooked, in this latest quest for process-centred operations.
KeywordsBusiness Process System Thinking Soft System Methodology Information Revolution Root Definition
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