Strategic Role in Business Process Reengineering

Strategic Role in Business Process Reengineering

Traditional business practices relied on cumbersome, isolated and inflexible processes that required difficult management and constant oversight. Using the innovations provided by IT business solutions, business processes continue to be integrated and simplified in a networked system which enables an efficient running of critical business tasks. Using IT solutions in business process, it is possible to identify the bottlenecks in a business project and equally find the most appropriate resources to counter the posed challenge in a highly convenient way. IT therefore ensures that the best available resources are brought to the disposal of business managers, with clear and simple directions to deal with any challenge facing business operations. With continued interaction on online platforms, business process outsourcing further facilitates access to information and resources at near-infinite advantage.

Using internet for Virtual Operations and Becoming Agile Competitor

Internet facilitation for business operations is best encompassed perhaps when dealing with setting up virtual management of tasks, for instance in coordinating teamwork remote. Alternatively, online business process outsourcing enables employers to reach an astronomical level of possibilities by accessing a huge pool of contractors from every corner of the world. Coordination of such business tasks using internet makes internet such a necessity in the emerging business based on unlimited virtual resources. In launching competitive advantage in the market, internet provides options that eliminate challenges in management, marketing, outsourcing, research and development as well as innovation. Flexibility in use of information available online to turn unique opportunities into possible exploitable ventures makes internet a rare business asset on which growth and sustainability can be realized. Innovation-hungry consumers following business developments use internet to drive markets into customized entities where wastage and unnecessary costs can be eliminated significantly.

Use of Lock-In Strategy

The use if lock-in strategy could not be better realized under information technology, where companies rely on higher-end technologies to produce. In the realization of the benefits of locking-in suppliers and customers, continued research and development outcomes giving unique products can now be carried out. From such technology intensive operations, emphasis on technology licensing that makes it difficult for would-be competitors to apply similar technology provides an important beginning point for lock-in strategy (Kemerer, 1998, p179). In view of adopting patenting and copywriting strategy for such technologies, it is possible to tie down suppliers and customers since competition will not be envisioned. An example is the smart technologies that Apple Inc. has used to ward off threats from competitors such as Samsung, with obvious consequences emerging in court proceedings. This ensures that Apple remains uniquely positioned to provide its products facing minimal competition.

Using IT to create barrier to new entrants

In order for companies to remain competent in providing IT based quality and ward off new entrants in its business, continued innovation and upholding quality delivery forms a leverage reference for the modern organization. Using the example of Apple’s impressive presence in a unique market, commitment to innovation and employing continued research on technology act as sufficient tactics to beat off existing and would-be entrants into the smart technologies market. Setting the pace for the rest to follow seems to be the biggest advantage that Apple, a strategy that works wonders when coupled with the technology transfer barriers through licensing. In the world backed with information technology and rapid development in innovations, remaining vigilant to stay ahead of competitors seems to be the solution to justify huge investment in IT.


Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer, New York, NY: Van Nostrand Reinhold

Kemerer, C. F. (1998). Information Technology and Industrial Competitiveness: How it shapes Competitiveness: How IT Shapes Competitiveness, Norwell, MA: Kluwer Academic Publishers