Business Process Reengineering of Accounts Payable at ABC, Inc. (1): Role of General Manager Case Study Solution


In the case study titled “Business Process Reengineering of Accounts Payable at ABC, Inc. (1): Role of General Manager” by Ronald Lau, the focus is on the transformation of Accounts Payable processes within ABC, Inc. The General Manager plays a central role in this reengineering initiative, which aims to enhance efficiency, reduce costs, and optimize the accounts payable workflow. This analysis delves into the challenges faced by the General Manager and provides insights into strategies for successful business process reengineering.

Case Issue

The primary issue in this case is the need to streamline and improve the Accounts Payable processes at ABC, Inc. The existing processes are likely outdated, inefficient, or not aligned with the current business needs. The General Manager faces the challenge of reengineering these processes effectively while ensuring minimal disruption to the daily operations of the company.

Case Analysis

Understanding the Current Process
The first step in the reengineering process is a comprehensive analysis of the existing Accounts Payable workflow. This involves understanding each step involved, from invoice receipt to payment disbursement. Identifying bottlenecks, redundancies, and inefficiencies is crucial in determining where improvements are needed.

Role of the General Manager
The General Manager plays a pivotal role in the reengineering process. They need to lead a cross-functional team, which might include finance professionals, IT specialists, and process improvement experts. The General Manager must provide clear objectives, allocate necessary resources, and create a conducive environment for innovation and change.

Implementing Technological Solutions
Modernizing the Accounts Payable process often involves adopting advanced software solutions. Automation of invoice processing, digital approval workflows, and integration with financial systems can significantly enhance efficiency. The General Manager needs to spearhead the selection and implementation of these technologies, ensuring they align with the company’s needs and future scalability.

Employee Training and Change Management
Implementing a new system and process requires a cultural shift within the organization. Employees need to be trained adequately to use the new tools effectively. Change management strategies, such as communication plans and addressing employee concerns, are essential. The General Manager should actively promote a positive attitude towards the changes, emphasizing the benefits of the new process for both the employees and the organization.


In conclusion, the successful reengineering of Accounts Payable processes at ABC, Inc. is contingent on strategic leadership, a thorough understanding of the existing processes, technological integration, and effective change management. The General Manager, as the driving force behind this initiative, plays a vital role in orchestrating these components.

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Comprehensive Process Analysis
Begin with a detailed analysis of the existing Accounts Payable processes. Identify inefficiencies, pain points, and areas where automation can bring significant improvements.

Cross-Functional Team Formation
Create a cross-functional team comprising finance experts, IT professionals, and process improvement specialists. Encourage collaboration and diverse thinking to identify innovative solutions.

Technology Adoption
Invest in modern Accounts Payable automation software that aligns with the company’s requirements. Ensure the chosen technology is user-friendly, integrates well with existing systems, and allows for scalability as the company grows.

Change Management
Develop a comprehensive change management plan that includes communication strategies, employee training programs, and support systems for addressing concerns. Foster a culture of openness to change and emphasize the positive impact of the reengineering efforts.

Continuous Monitoring and Feedback
Implement regular monitoring mechanisms to assess the effectiveness of the new processes. Gather feedback from employees and stakeholders to identify any challenges or areas that require further improvement. Use this feedback to make necessary adjustments and optimizations.

Leadership and Support
The General Manager should provide unwavering support throughout the process. Act as a champion for the change, reinforcing the vision, and ensuring that all teams are aligned with the reengineering goals. Lead by example and encourage a culture of continuous improvement.

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