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The continuous redesign of processes is crucial for companies in times of tough competition and fast‐changing surrounding conditions. Since the manual redesign of processes is a time‐ and resource‐consuming task, automated redesign will increasingly become a useful alternative. Hence, future redesign projects need to be valuated based on both a manual and an automated redesign approach. The purpose of this paper is to compare the manual and automated process redesign on the basis of the Business Process Management (BPM) lifecycle.

In this paper, the authors compare the manual and automated process redesign on the basis of the Business Process Management (BPM) lifecycle. The results form the basis for a mathematical model that outlines the general economic characteristics of process redesign as well as for the manual and automated approaches. Subsequently, the authors exemplarily apply their model to a set of empirical data with respective assumptions on particular aspects of the automated approach.

In the problem setting described in the paper, the valuation model shows that automated process redesign induces an equal or higher number of optimized processes in a company. Therefore, the authors present a decision support that outlines how much to invest in automated process redesign.

The model considers the cost side of automated process redesign; therefore, further research should be conducted to analyze the possibility of higher returns induced by automated redesign (e.g., through a quicker adaption to real‐world changes). Moreover, for automated redesign, there is no requirement for broad empirical data that should be collected and analyzed as soon as this approach leaves the basic research and prototyping stages.

This paper presents an approach that can be used by companies to estimate the upper limit for investments in manual and automated process redesign. Working under certain general assumptions and independently from actual cost and return values, the paper demonstrates that automated process redesign induces an equal or higher ratio of optimized processes. Thus, companies introducing automated redesign cannot only apply the model to evaluate their investments but can also expect a higher ratio of optimized processes for this approach.

As existing literature primarily focuses on the technical aspects of automated process redesign, these findings contribute to the current body of literature. This paper discusses a first decision‐support for the economic aspects of automated process redesign, particularly with regard to the investments that are required for it. This information is relevant as soon as the approach leaves the stage of a prototype.

The purpose of this paper is to support the application of a combined BPM (business process management)/SOA (service‐oriented architecture) approach and contribute to the body of knowledge on the business value of SOA.

This case study highlights the promising results of a process reengineering project at Belgacom Mobile, Belgium's largest mobile telecommunications operator. The reengineering effort centered around a key automation pillar involving in particular the optimization of the SIM card ordering process. SOA principles were applied to ensure both the flexibility of the redesigned process and its capability of dealing with newly emerging SIM card types. This case demonstrates the potential benefits of combining BPM and SOA concepts to establish IT‐enabled process innovation.

In terms of performance improvement, the studied project resulted in: increased process flexibility and consistency, considerably shorter lead times, and enhanced process control.

The findings from this case study present useful insights for other companies trying to reap the benefits of combined BPM and SOA. However, the single case study approach presents some limitations to the generalizability of the proposed learning points and concepts. Some case specific features such as the sector or company size might influence the generalizability. Nevertheless, the paper rather intends to trigger conceptual thinking about IT‐enabled process innovation and an architectural approach.

The added value of this project, which contributes to the general understanding of SOA potential for BPM, lies in its innovative approach, whereby product and process are separated by means of production process ID creation. The redesign approach thus provides a sustainable answer to the ever shortening life cycle of products and technologies. In particular process practitioners will find value in reading the learning points from this paper.

Business process management (BPM) is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort toward building and applying interdisciplinary approaches which capture the real complexity of business processes. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations.

A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts.

A business process management system includes strategy, model, execution and performance dimensions whereas the management of a process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration.

The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis.

The paper can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management.

The paper proposes a holistic perspective on BPM as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.

This paper aims to demonstrate the need for a structured business process improvement effort needed while restructuring organisational processes within a construction company. Through the longitudinal study, the study also highlights the importance of a continuous improvement initiative to sustain such an improvement effort.

The research followed an action research and the case study approach using semi-structured interviews and group workshops within the case organisation. Overall, six departments were analysed, 35 interviews with senior and middle managers were conducted, existing business process documents were studied and processes were documented. The data were compiled using a process modelling software and Business Process Markup Notation methodology. Additionally, a longitudinal analysis following the completion of process modelling exercise was carried out over a period of eight years.

The overall study highlights the importance of business process management (BPM) for construction organisations. The case study also demonstrated that even smaller business units and its processes affected the overall value chain in a major way and the importance to analyse the process interdependencies between organisational units.

The main limitation of the research was that it is based on a single-case-study company based in the UK. More research is needed with other organisations with different work practices and culture and geographic location.

Primarily, the research outlines specific steps taken during a structured process improvement exercise in a construction company, including procedures for collecting data, developing process maps and analysis of data. The longitudinal study highlights the challenges in sustaining such an initiative. For practitioners, strengths and weaknesses of various process improvement methods and a detailed description of a BPM implementation can be used as a guideline for future projects. From a research point of view, the paper highlights the need for deeper and long-term analysis of such initiatives and the importance of immersion of researchers within the environment.

The paper provides deeper insights into the structured process improvement exercise within a construction company. Second and more importantly, the longitudinal study is one of its kind in the construction industry to shed light on the factors affecting sustainability of such initiatives.

This paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs). Second, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators’ temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost.

Decision-making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this, a case study is investigated and the formulated framework is applied to tackle these failings.

The case study analysis shows 76 per cent of the BPCDs implemented were inefficient, mostly because of poor decisions, and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was used to empower organisations to execute high-velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100 per cent when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision makers engaging with BPC.

The HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture.

The outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives.

The research presents a novel framework –HCMS – that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.

This article illustrates the application of business process reengineering (BPR) to capital budget process redesign. The case of the City of Pittsburgh is used to argue that capital budgeting processes in many large cities often pose barriers to effective financial management. Design principles of BPR are presented; implications for capital budget management are then discussed. Pittsburgh’s capital expenditure/encumbrance process is used to illustrate implications of BPR for public financial management. By identifying shortcomings in current maps, “future” maps can be constructed that rely on organizational redesign and technology to eliminate steps that do not add value.

Business renovation, the effective utilisation of information technology and the role of business process modelling and simulation, are all vital in supply chain integration projects. This paper aims to show through a combination of these methods how the performance of the supply chain can be improved with the renovation and integration of processes at various tiers in the chain and by the sharing of information between companies.

Simulation‐based methodology for measuring the benefits of the creation and renovation of business process models combines the methodology of developing process models and its simulation with the simulation of supply and demand. A procurement process in the oil/retail petrol industry is examined in a case study.

Using the proposed methodology, different business process models can be investigated and simulated. The benefits for each company involved in the presented case are substantial and can be estimated through a simulation. Substantial benefits in costs, quality and lead times were identified, however, their distribution is not symmetric. Inter‐organisational IS and applied technology were enablers for supply chain integration. However, organisational changes and new business models were prerequisites for obtaining those benefits.

The process approach to supply chain integration presents a mechanism that can be applied to any industry. It represents a systematic methodological business renovation approach involving cost cuts, quality improvements and lead‐time improvements. The costs of supply chain integration projects were not studied. The benefits should be measured against the cost of testing the economic feasibility of such projects.

The effective utilisation of business process modelling and a simulation of the necessary business renovation are shown. The novel combination of business process and demand/supply simulation enables an estimation of changes in lead‐times, process execution costs, quality of the process and inventory costs. Although the methodology is presented through a case study of the oil/retail petrol industry, it can also be used to estimate the benefits and monitor supply chain integration projects in other industries.

This paper aims to present research into the improvement of knowledge‐intensive business processes.

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models.

The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports.

An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model.

The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted.

SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes.

This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.

The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level.

Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences.

The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research.

The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups.

The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide‐posts, milestones, and measures can help answer the question “Where am I on this journey and what is next?”

A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road‐maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.