BPR is the fundamental rethinking and radical redesign of business processes and operations that can bring about breakthrough improvements in such critical performance measures as costs, quality, service, and speed. It addresses inefficiencies by asking the question of how work should be done at an organization-wide level and then creatively building the processes from scratch.

BPR is capable of greatly boosting organizational outcomes via heightened process efficiency, lower operational costs, a higher level of customer satisfaction, and innovation. It allows companies to remain competitive by automating processes and responding to emerging technologies and market changes.

Continuous Improvement emphasizes making small improvements to what already exists, while Business Process Reengineering is more radical. BPR entails completely rethinking business processes from the ground up, often resulting in radical change, while continuous improvement seeks to maintain things as they are but optimize them.

Resistance to change, lack of buy-in from stakeholders, poor awareness of the current workflows, and difficulty in managing large-scale changes are some of the frequent issues associated with BPR. To overcome these challenges, successful reengineering requires that leaders provide clarity, convey strength, and take a strategic approach.

BPR successes can be identified through KPIs for cost reduction, service response time, service quality, customer satisfaction, and employee productivity, among others. To determine the effectiveness of the reengineered processes, this should be followed by performance reviews and feedback from employees and customers.