Business Process Reengineering is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, quality, service and speed.(Hammer and Champy, 1993)
Here are a few points being listed to support my argument that Reliance Jio qualifies to be termed as a very successful re-engineering exercise.
Having invested heavily in infrastructure there was no option to Reliance Jio but to give superior service to the customers and capture the market. The customers knew this and embraced Reliance Jio with open hands.
Having invested almost $33 billion in the most advanced Indian telecom network in India (not challenged yet by any telecom company in the any other part of the world, even in China or US), Reliance Jio has really set a one time total disruption of the telecom industry in India and the world.
Global telecom majors are now scared to invest in the country and the existing global players are looking for alliances and partnerships to stay afloat in India. The Indian customers do not need any more confidence building measures from Reliance Jio to assure them and are more than convinced that Reliance Jio is going to stay in the Indian market and will serve them well in the coming years.
The minimum time and dexterity with which this one-time technological disruption and radical change delivering high value to the customer at the lowest cost has been brought about in the smoothest way and shortest time period, indeed leaves no doubt in the minds of the Indian public that Reliance Jio introduction and disruption of the telecom market in India is a perfect example of Business Process Re-engineering at its best ..
Ref : 1. Hammer, Micheal and James Champy, Re-engineering the Corporation - A manifesto for Business Revolution, Collins Business Essentials, 1993.