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Business process re-engineering refers to the radical redesign of business processes to achieve significant improvements in critical measures of performance such as cost, quality, service, and speed. It emphasizes rethinking how work is done to better support an organization’s mission and reduce costs. This often involves starting from a clean slate and architecting processes that eliminate redundancies and inefficiencies, leveraging new technologies, and aligning workflows with the goals of the organization.

In contrast to incremental changes, which may focus on small, gradual adjustments to current processes, business process re-engineering seeks transformative changes that fundamentally alter how work is performed. It requires a holistic view of the entire organization and encourages innovative thinking about workflows.

Other options describe different aspects or methodologies that do not capture the essence of re-engineering. For instance, incremental change is more about gradual updates rather than radical shifts. Conceptual mapping pertains to visual representations of processes but does not imply a fundamental transformation. The assessment of employee satisfaction is unrelated to the redesign of business processes, as it focuses more on human factors rather than the processes themselves. Therefore, the choice accurately reflects the distinctive and transformative nature of business process re-engineering.