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The digital transformation in both the social and business fields requires the development of new skills related to the use and implementation of contemporary IT technologies, which provide the basis for Industry 4.0. One of the main concepts of these changes is the automation and robotization of business processes. The design, implementation and use of solutions in this field require appropriate skills. Therefore, it is necessary to identify gaps in digital skills and reduce them with adequate training and development. The main objective of the paper is to identify both current gaps and future needs for digital design skills to support and understand the automation of business processes. A survey was carried out in manufacturing companies from six European countries. Its results have enabled us to create a future-oriented digital design competence framework that addresses the requirements of process design and automation in the Factory of the Future.

One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

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