By Alex Ivanov, Application Support Engineer, 2007

Working in first-line support for program-trading platforms in a corporate bank is both a privilege and a stress test for any engineer. Our clients — corporate traders using custom-built order management systems — expect speed, clarity, and no-nonsense solutions. When I joined the team, support was handled mainly via shared inboxes, spreadsheets, and the occasional hallway shout. As ticket volumes and system complexity grew, it became clear: we needed real incident management.

Business Process Management (BPM) has become one of the most influential movements in enterprise efficiency over the last decade. As companies around the world strive for agility and operational excellence, BPM systems are making headlines for their role in transforming previously rigid, paper-heavy operations into nimble digital workflows.

By Alexey Smirnov, Software Engineer, Novosoft, 2003

When I first hear about Extreme Programming (XP), honestly, I think, "Sounds crazy, maybe some new American hype." But in our company in Novosibirsk, my manager says, "Let’s try! If we fail, we learn something anyway."
So, our team starts real XP experiment.

In the 1990s, many organizations faced increasing pressure to improve quality, reduce costs, and remain competitive in a fast-evolving world. It was during this period that Six Sigma emerged as a leading methodology for business process automation and optimization—transforming the way businesses approached efficiency and operational excellence.

By John Matthews, BusinessWeek, 1995

It’s 1995, and if you’re working in American business, you can’t have missed it: Business Process Reengineering (BPR) is the word on everyone’s lips. Boardrooms, management seminars, and business school classrooms are abuzz with talk of radical change, organizational transformation, and the promise of a new era of productivity. If the 1980s were the decade of quality and incremental improvement, the 1990s have become the age of bold reinvention — and at the center of it all are two men: Michael Hammer and James Champy.

Business Process Reengineering (BPR) has swiftly become one of the hottest topics in business strategy during the 1990s. As businesses everywhere face competitive pressures, reengineering promises not just incremental improvement, but radical leaps in efficiency, customer focus, and adaptability.

The BPR Boom: Why Every Enterprise is Rethinking the Way it Works (1990s)​

By the early 1990s, the business world was experiencing seismic shifts. Fierce global competition, explosive growth in personal computing, and the relentless rise of automation technologies forced companies to ask: Is the way we've always done things still the best way? That's where Business Process Reengineering (BPR) stepped in, promising radical gains by reimagining—not just automating—core business processes from the ground up.

In the midst of rapid globalization, relentless competition, and new technology reshaping organizations, the 1990s have seen a management revolution: Business Process Reengineering (BPR). No longer is incremental change enough. To achieve breakthrough improvements in cost, quality, service, and speed, companies are tearing up old processes and starting fresh.

By Dr. Hans Keller, Managing Director, HanseTech GmbH, 1993

In the spring of 1993, I had the privilege to spend several weeks in Japan, visiting leading companies such as Toyota, Sony, and Panasonic. As the managing director of HanseTech GmbH, I was eager to learn how Japanese firms have achieved their legendary efficiency and quality. What I discovered fundamentally changed my view of management.

The business world is abuzz with the promise—and controversy—surrounding Business Process Reengineering (BPR). As enterprises race to stay competitive in the 1990s, BPR has emerged as a bold approach to streamlining operations, slashing costs, and leveraging new technologies. What’s behind this wave of radical corporate transformation? And why are companies from Ford to Taco Bell embracing BPR?