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Auflistung BISE 66(5) - Oktober 2024 nach Schlagwort "Business process management"
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- ZeitschriftenartikelBuilding the Processes Behind the Product: How Digital Ventures Create Business Processes That Support Their Growth(Business & Information Systems Engineering: Vol. 66, No. 5, 2024) Wuttke, Tobias; Haskamp, Thomas; Perscheid, Michael; Uebernickel, FalkBusiness process management (BPM) is changing in the digital age. As a result, organizations are confronted with new logics that their business processes adhere to: processes are designed to allow for easy adaptability, infrastructure becomes progressively more flexible, and process participants make their own decisions in ambiguous situations. In this context, business process change becomes increasingly important. Digital ventures – key phenomena in the digital age – heavily rely on digital technology and, hence, have the potential to change quickly. Consequently, their business processes need to change at the same speed. While the literature on BPM proposes different types of business process change and acknowledges that digital technology can enable such developments, it remains to be explored which specific characteristics of digital technology facilitate business process change. The study investigates this by drawing on a multiple case study with seven digital ventures. It finds four patterns of business process changes in digital ventures, illustrating digital technology’s impact on business processes. The study compares the patterns with existing types of business process change from the literature and discusses differences and similarities, trying to advance the understanding of business process dynamics in the digital age.
- ZeitschriftenartikelImproving Process Mining Maturity – From Intentions to Actions(Business & Information Systems Engineering: Vol. 66, No. 5, 2024) Brock, Jonathan; Brennig, Katharina; Löhr, Bernd; Bartelheimer, Christian; Enzberg, Sebastian; Dumitrescu, RomanProcess mining is advancing as a powerful tool for revealing valuable insights about process dynamics. Nevertheless, the imperative to employ process mining to enhance process transparency is a prevailing concern for organizations. Despite the widespread desire to integrate process mining as a pivotal catalyst for fostering a more agile and flexible Business Process Management (BPM) environment, many organizations face challenges in achieving widespread implementation and adoption due to deficiencies in various dimensions of process mining readiness. The current Information Systems (IS) knowledge base lacks a comprehensive framework to aid organizations in augmenting their process mining readiness and bridging this intention-action gap. The paper presents a Process Mining Maturity Model (P3M), refined through multiple iterations, which outlines five factors and 23 elements that organizations must address to increase their process mining readiness. The maturity model advances the understanding of how to close the intention-action gap of process mining initiatives in multiple dimensions. Furthermore, insights from a comprehensive analysis of data gathered in eleven qualitative interviews are drawn, elucidating 30 possible actions that organizations can implement to establish a more responsive and dynamic BPM environment by means of process mining.
- ZeitschriftenartikelNavigating Business Model Redesign: The Compass Method for Identifying Changes to the Operating Model(Business & Information Systems Engineering: Vol. 66, No. 5, 2024) Lara Machado, Paola; Ven, Montijn; Aysolmaz, Banu; Turetken, Oktay; Brocke, JanIn today’s dynamic business environment, organizations constantly change their business models to respond to emerging digital technologies and shifting customer expectations. It is a fundamental challenge to translate these changes into the organization’s operating model. When organizations redesign their business models, significant adjustments to the operating model and its underlying business processes are necessary to ensure the effective delivery of the value proposition to customers. Existing research falls short in detailing how changes to the business model at the tactical level impact the operating model at the operational level. To address this gap, this paper introduces the Compass Method. This method provides guidance for decision-makers at the tactical and operational levels in identifying necessary changes to their operating model using a set of operating model design cards. The method has been developed following the design science research methodology and is grounded in extant knowledge from both business model research and process management research. Three rounds of design and evaluation of the method were completed in multiple settings. The study contributes to the understanding of the relationship between business models, operating models, and business processes, paving the way for the development of complementary methods and tools to further investigate this relationship.