As 2025 rolls in, we want to give you, our readers, a little treat. We scoured our database and took a good long look at the articles we published in 2024 to come up with a list of what stood out the most and resonated with you each month of last year. Entry into the prestigious list was determined using three criteria: value (how informative and useful the article is to the strategy and performance management community), readability (how easy it is to understand the thesis and concepts presented within), and reach (how widely the article was viewed). Without further ado, here are the top 12 Performance Magazine web articles for 2024.
Beyond Remote Work: Insights and Strategies for Enhancing Employee Productivity and Performance
Promoting diverse work options is important because enabling employees to work in ways that align with their preferences is essential for maintaining and boosting productivity.
Key Safety Considerations for Generative AI Adoption in Business
With the advancement of generative artificial intelligence (GenAI), security risks are becoming a growing concern. What precautions should organizations take to protect their data before adopting GenAI?
Leveraging Effective Performance Management Systems for Real Estate Success
A robust performance management system (PMS) is key to cultivating a high-performance culture. How can real estate companies tailor their PMS to align with their goals and secure a competitive advantage?
Establishing a data team from scratch can seem daunting due to its complexity—considering there is no one-size-fits-all solution. What key areas should organizations focus on to truly build a strong data team?
Business Process Reengineering: The Path to Maximum Efficiency
Business process re-engineering is a strategic approach that reshapes and optimizes workflows to boost efficiency and agility in the evolving business landscape.
Choosing the right key performance indicators (KPIs), according to the State of Strategy Management Practice Global 2023 Report, ranks as the second most significant obstacle in strategy planning.
How Data-Ink Ratio Imposed Minimalism on Data Visualization
Data-ink ratio seeks to maximize the proportion of informative elements in a chart, with a ratio of 1 being the ultimate goal. It only includes data-representing elements, free of decorations or redundancies.
Rethinking Business Ecosystems Part 1: What Systemic Issues Are Undermining Your Holistic Growth?
Leaders must foster innovation within the business ecosystem due to the unpredictable global market and growing societal expectations—allowing them to identify gaps and develop relevant solutions.
The State of Sustainability Reporting: Key Insights for Businesses
The sustainability report, as Global Reporting Initiative (GRI) CEO Eelco van der Enden puts it, “is the end of a long journey of transactions and actions that define the company’s approach to sustainability.”
Do ESG Strategies and Performance Measurement Truly Matter to Sectoral Investors?
As environmental awareness grows, environmental, social, and governance (ESG) strategies are gaining more importance in the investment community. Thus, industry-specific KPIs become all the more crucial to implement effective sustainability measures.
How Strategy Management in MENA Is Shaping Up: Key Insights from TKI’s 2024 Report
Organizations in the Middle East and North Africa (MENA) region are adapting their strategic approaches to navigate current challenges and capitalize on emerging opportunities.
Charting a Course: A Step-by-Step Guide to Deliberate Strategic Planning
Deliberate strategic planning is a methodical approach where organizations set clear objectives and craft strategies to achieve them. It thrives in a stable environment, ensuring alignment between goals and actions.
To be competitive in today’s fast-changing business environment, companies must continually increase efficiency. Reengineering workflows and business processes may help accomplish this. Business process reengineering is a company management technique that analyzes and redesigns workflows and processes. It completely restructures company operations to increase quality and improve costs, service, and speed. In the early 1990s, BPR was introduced to identify, evaluate, and restructure an organization’s essential business processes to eliminate redundancies, reduce mistakes, and boost efficiency. It rigorously analyzes, rethinks, and redesigns mission-delivery processes. Business process improvement (BPI) differs from BPR. The latter rejects rules and revamps processes from a high-level viewpoint, unlike BPI, which only makes incremental adjustments.
Identifying the Triggers for BPR
Figure 1. BPR Triggers | Source: Adapted from LinkedIn
Businesses may realize the need for BPR when they observe certain signs that indicate inefficiencies or bottlenecks in their current processes. Here are some key indicators that suggest a business might benefit from BPR:
Non-value-added activities: These are tasks or processes that do not add value to the business or its customers.
Too many hand-offs: Processes involving too many hand-offs or transfers between different departments or individuals can lead to delays and miscommunication.
Process bloat: Overly complex or bloated processes can slow down operations and reduce efficiency.
Difficulty in scaling up: This occurs when a business struggles to scale its operations due to inefficient or poorly integrated systems.
Repetitive tasks: These are characterized by employees finding themselves doing the same thing repeatedly, especially tasks that could be automated.
Process mapping: This involves defining the scope, purpose, and goal of the project, and then mapping out the sequence of tasks or steps that are performed to achieve a certain goal or outcome. This can help identify gaps, redundancies, bottlenecks, delays, errors, and rework in the workflow.
Analyzing current processes: This involves reviewing the current workflows and processes to identify inefficiencies and areas for improvement. This includes looking for common inefficiencies such as overproduction, waiting, transportation, overprocessing, and motion.
Identifying redundancies: Redundancies are any processes, procedures, roles, reports, meetings, or other business activities that are duplicative, outdated, or otherwise unnecessary. Once these are identified, they can subsequently be eliminated.
Using workflow analysis tools: Workflow analysis tools can help visualize, analyze, and improve business processes. These tools can identify inefficiencies, streamline operations, and automate manual tasks.
Implementing automation: Workflow automation tools can help streamline routine business processes for optimal efficiency. These tools can reduce busy work and optimize processes, allowing employees to focus on more important tasks.
Benefits of BPR
Improved collaboration: Optimized processes, particularly those that are automated, provide a centralized system for tracking tasks and sharing data. This shared access to information can improve collaboration among departments, reducing the risk of miscommunication and errors.
Enhanced productivity: Process optimization can lead to significant increases in operational efficiency. By streamlining processes and automating routine tasks, employees can work more effectively and deliver quality work in a timely manner.
Empowerment: Reengineered processes often involve redistributing power and authority among functions and levels, empowering individuals to think, interact, use judgment, and make decisions. This fosters innovation and creativity among employees, leading to better solutions to problems and faster problem-solving times.
In 2008, Domino’s stock price hit an all-time low, rendering it nearly bankrupt. The transformation began with a complete overhaul of its ingredients, recipes, and menu, but the real game-changer was its focus on digital transformation.
Domino’s focused on three key areas for its digital transformation: customer experience, data analytics, and technology infrastructure. The company implemented a unified digital platform that integrated online ordering, customer feedback, and delivery tracking.
One of the most significant steps in this transformation was the introduction of the “Pizza Tracker” technology in 2008, which kept customers updated on the progress of their orders. This innovation, along with others, changed the brand perception of Domino’s from a pizza delivery company to a technology-driven company.
By 2018, Domino’s overtook Pizza Hut as the largest pizza delivery company globally, with a market share of 18.6%. The company’s revenue grew from $1.4 billion to $3.5 billion, and its net income increased significantly. The company’s stock price also saw a dramatic increase, from around $3.00 a share in 2008 to $211 in 2018-2019.
In Conclusion
BPR is a critical component of any organization’s quest for maximum efficiency. By identifying and eliminating inefficiencies, streamlining processes, and fostering a culture of continuous improvement, organizations can successfully reengineer workflows, enabling them to stay competitive in today’s rapidly changing business landscape.
For more insightful articles on organizational performance and other similar concepts, click here.
Do ESG Strategies and Performance Measurement Truly Matter to Sectoral Investors?
