A lot of effort has been carried out in last years to re engineer processes in order to automate all or parts of them. A great number of companies have changed their processes as a result of introduction of new software systems, aimed to streamline management of back and front office. Companies have even taken care of processes crossing company boundaries in order to optimize communications with clients, providers and partners. A characteristic of this interest is that is has been driven by technology.

In last years we have seen introduction of ERP and CRM systems, Content and Document Management systems, Workflow Automation Applications, etc... that have (or hopefully will) help companies achieve a more efficient use of their resources. It seemed that CIOs believed that an impressive IT portfolio would directly result in better processes.

However less interest has been directed at human side of process optimization. A lot of money is spent on paying a team from a world class consultancy firm, best of breed software products licenses, etc... and it is usual that importance of deploying new processes effectively is underestimated. Designing and documenting enhanced processes does not create value for company. It is only when these new processes are carried out in real world that value is created.

If we use popular metaphor that compares a business with an orchestra, you can have best musicians (employees) playing best instruments (software systems) with music scores (processes) in order. Value appears when they start playing together in a coordinated manner.

The objective of most Business Process Reengineering (BPR) projects is to increase quality of products and services produced, to lower costs, to reduce development time, to increase client satisfaction, etc... At bottom line what you need to achieve is that people work in a new and more efficient way.

The success of a BPR effort, specially when process are carried out by people, is therefore highly dependent on people's understanding of following concepts:

"Who does what, how, when and where"

Who. The person in charge of each task in process must be clear. It must be clear who is accountable for each activity.

One overlooked individual in process of taking a company public through reverse merger is market maker. The market marker is critical especially if company is going to be listed on OTC Bulletin Board or NQB. Pink sheets.

Once private company has decided to go public and has engage a consultant to advise management on best way to proceed. And a determination has been made to do a reverse merger.

The first step is to identify an available corporate shell to purchase and perform due diligence on shell. The company decides to purchase shell and proceeds with reverse merger. The required Securities and Exchange Commission filing must be done.

The Securities and Exchange Commission upon reviewing document and finding document to be in order will approve company’s filing.

Now consultant will recommend a market maker to sponsor company with NASDAQ’s Small Cap Market, OTC Bulletin Board or NQB Pink sheets. This is accomplished by filing form 15c211.

The broker dealer may not publish a quotation for any securities unless certain information concerning issuer is available and broker or dealer has a reasonable basis for believing that information is accurate.

Some of those of those Securities and Exchange commission requirement are satisfied if:

(1) Securities Act registration statement (F-6, F-1) has been filed within 90 days.

(2) The issuer is complying with filing requirements and broker dealer has in its records issuer’s most recent annual report.

(3) The issuer is complying with rule 12g3-2(b)