Companies have focused on adding AI to existing processes, but this approach does not scale. Large language models were not designed to run a company, and placing them into current workflow layers creates a structural mismatch. A new question is emerging: whether processes were designed for AI at all. Business process reengineering previously aimed to redesign companies around information systems, but results were limited because systems were rigid and fragmented. Systems are now becoming active, able to generate, evaluate, coordinate, and act, which changes how processes should be defined. AI adoption research indicates that widespread usage does not guarantee real impact; impact correlates with workflow design.
"In the 1990s, business process reengineering (BPR) promised something radical: redesign companies around information systems instead of layering technology on top of existing workflows. The idea was compelling, but the execution was uneven. Many initiatives became expensive reorganizations with limited long-term impact, partly because the underlying systems were still rigid, fragmented, and unable to adapt in real time."
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