A study on the adaptive approach to technology-driven enhancement of multi-scenario business processes

Abstract

Purpose Process-oriented organizations are compelled to be innovative and continuously implement changes to meet customer requirements and gain a competitive advantage in accordance with the business process management approach. In the digital age, organizations develop business process support systems using agile methods and introduce adaptation skills in order to support their core business. Seamlessly integrating both practices into a coherent and practically applicable solution supporting multi-scenario processes infallibly remains a challenge. The paper aims to discuss these issues. Design/methodology/approach The workshops identifying the key issues in an international capital group that consolidates facility management companies, as well as a related research review, have fueled a two-cycled Canonical Action Research (CAR) study. Findings The paper extends the current understanding of IT-enabled agility, proposing an adaptively improved infrastructure with a catalog of digital options that facilitates the composition of multi-scenario business processes. Research limitations/implications The CAR was limited to the members of management board and the managers constituting the focus groups. The agile business process management (ABPM) model proposed focuses on adding novel functionalities/building new processes, leaving functionality lifecycle out-of-scope. ABPM empirical validation is limited to a single business/technical case. Practical implications Real-life solution for supporting dynamic business processes was delivered, as rigid IT solutions do not support quick assembly of customized business processes with abundant number of scenarios. The infrastructure enables composition of customer-tailored services based on re-usable digital options directory as well as enhances business process discrepancies/software bugs detection, reducing the cost of maintaining IT infrastructure for entire customer portfolio. A number of issues resulting from building IT solutions within a series of isolated projects with no coherent overall development strategy are mitigated. Originality/value The ABPM acts as a reference model for focusing on developing critical functionalities and limiting resources consumed by redundant features.

Lean Startup, Agile Methodologies and Customer Development for business model innovation

“…Similarly, conceptual and single-case studies are also fairly frequent (27 and 17 percent, respectively). Less commonly used methods were labeled as others, including action research (Marcinkowski and Gawin, 2019; Xu and Koivumäki, 2019), survey (Lindgren and Münch, 2016) and mixed methods (Bottani, 2010). The frequency of each method among the reviewed papers is listed in Figure 3.…”

Implementing process improvement initiative: the role of visualisation and standardisation methods

“…for procurement customer service requests for the fourth quarter of 2014 and the first quarter of 2015, i.e., before and after the BP mapping was modelled and put into practice. As shown in Figure 8, the V&S of GFBE's BPs allows the rapid identification of issues that require solutions, consequently improving organisational performance (Ariyachandra and Frolick, 2008;Marcinkowski and Gawin, 2019;Veit et al 2014). The results also show that the lost lead-time for customer procurement service requests reduced in the first quarter of 2015 when the visualised and standardised BPM methodologies were applied compared to the fourth quarter of 2014 when there were no visualised and standardised BPM methods in place.…”

“…Business process management (BPM) is a concept concern with end-to-end intra and interenterprise activities. BPM is closely related to several improvement-oriented methods, frameworks, and best practices that can be implemented and monitored to improve organisational performance (e.g., Dijkman et al, 2016;Marcinkowski and Gawin, 2019;Nadarajah and Kadir, 2016). Achieving the maximum improvements in business process performance in an organisation will require business process management (BPM) to promote growth and development (Dijkman et al, 2016;Van Looy et al, 2017).…”

“…Achieving the maximum improvements in business process performance in an organisation will require business process management (BPM) to promote growth and development (Dijkman et al, 2016;Van Looy et al, 2017). However, many organisations struggle to improve their processes due to the inadequacy of tools and use cases demonstrating how process performance can be enhanced (Marcinkowski and Gawin, 2019;Veit et al 2014). Process improvement initiatives (PIIs) must explain the needs and goals of conducting process change and management.…”

Features of Strategic Management of Business Processes of Telecommunication Enterprises in the Digital Economy

“…Further, the method involves the definition of the stage of the life cycle of the company (the method assumes the use of the matrix BCG), on the basis of which determines the method of transformation of UBP, we propose the following technologies for optimizing business processes: reengineering [7], [8], [9], engineering [10], [11] benchmarking [12]. The following mechanism is proposed ( Fig.…”