When approaching Process Reengineering, the hindsight that “doing the right things” is prior to “doing things right” comes commonly too late.

Companies spend immense resources to enhance the efficiency on existing, often historically grown, procedures loosing completely out of sight the matter of the adequacy of the process itself.

• Is it really economically sound to support you own transportation fleet?
• Do your customers reward you for vertically integrating accounting activities, for example?
• Is it a competitive advantage to sustain all types of products manufactured at this moment?

Before striving for efficiency of processes, their effectiveness must be determined by benchmarking them to the company’s strategy. It is not only crucial to synchronize all business processes to the internal capabilities of the enterprise but also the company’s competitive strategy, customer requirements or marketing strategy must be considered when selecting the key functions of any company.

The Strategic Process Organization (SPO) approach of Cuppers Consulting ensures the systematic consideration of the arguments necessary to identify, evaluate and outline the fundamental processes in the corporation, instead of wasting time and resources on improving the efficiency of non-effective activities.