Digital Transformation of Global Accounting at Deutsche Bahn Group: The Case of the TIM BPM Suite

Ludacka, Fabian; Duell, Jean; Waibel, Philipp

doi:10.1007/978-3-662-63047-1_5

Cited by 6 publications

(11 citation statements)

References 4 publications

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“…This change in how organizations perform their activities can be adopted for many business areas. Can be automated processes belonging to the supply chain management [15,23,35,54,73,75], logistics [15,35,73], finance [15,23,25,91], banking and investment [25,31,73,91], customer services [23,25,73,89,91], social support and health care services [91], operations [15,25,73], auditing [16,25,31,44,73], marketing and sales [23,73], accounting and reporting [15,23,25,40,73,89], IT/telecommunications [15,31,73], HR and payroll [15,23,54,73], Business Process Outsourcing -BPO [31], and document management…”

Section: ) Process Attributes Characteristics For Automation (Rq1)mentioning

confidence: 99%

“…This description process becomes especially important in the organization since the administrators can read the process, the operational resources, the IT professional, and the technology itself through a graphic representation. Therefore, in our review of articles, we found, for the representation of the business process, the following notations and languages: Business Process Model and Notation (BPMN) [14,16,27,40,[55][56][57], Event-Driven Process Chain (EPC) [16], Integrated Definition Language (IDEF) [16].…”

Section: ) Process Attributes Characteristics For Automation (Rq1)mentioning

confidence: 99%

“…Another important positive factor is communication. With this powerful weapon, organization management can inform human resources about the changing routines of work, trying to dissipate their concerns about losing jobs and how to perform new tasks, among other items [15,40,43,75,104]. With these communication plans, organizations can minimize the inertia and resistance of employees, for example.…”

Section: ) Influencing Factors For Bpa In Smes (Rq3)mentioning

confidence: 99%

“…As seen in the list of negative factors (Table XXI), the lack of knowledge is a handicap for automation. However, suppose the organization provides staff training in the area of automation [7,15,25,35,40,89], in how to use the new bots, and how to deal with this new paradigm [7-8, 14-15, 25, 35, 73]. In that case, this can positively influence the automation procedure.…”

Section: ) Influencing Factors For Bpa In Smes (Rq3)mentioning

confidence: 99%

“…The technologies/tools that can be helpful to BPM and BPA, changing and improving business processes, are Blockchain [8,10,15,19,20,[35][36], Robotic Process Automation (RPA) [13,15,19,21,23,[37][38][39][40][41][42][43][44][45][46][47][48], Artificial Intelligence (AI) [13, 15, 19, 21, 23, 31, 36, 41-42, 44, 49-50], ERPs [21,[51][52][53][54], and Workflow Management/ Business Process Management Systems [12, 27, 36, 40-42, 51, 55-56]. It is usual to find a use of RPA technology in BPM and BPA [14-15, 23, 26, 31, 38, 48].…”

Section: Introductionmentioning

confidence: 99%

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Business Process Automation in SMEs: A Systematic Literature Review

Moreira,

Mamede,

Santos

2024

IEEE Access

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Business Process Automation has been gaining increasing importance in the management of companies and organizations since it reduces the time needed to carry out routine tasks, freeing employees for other, more creative and exciting things. It can be applied in the most varied business areas. Organizations from any sector of activity can also adopt it. Given these benefits, the granted success in transforming business processes would be expected. However, automation initiatives still fail. Adopting this technology can raise social, technological, ethical, methodical, and organizational issues. These facts have triggered the necessity for a summary that could extract more information about how to implement Business Process Automation (BPA), attending to the administrative processes, especially when applied in Small and Medium-sized Enterprises (SMEs). This study aims not only to review the available literature on how to implement BPA but also to typify the processes that can be automated, which technologies or tools exist for making that change, and influence factors in the procedure of BPA. We have covered more than 300 research papers published between 2016 and 2023 in reputable scientific data sources like Scopus, Web of Science/Clarivate, and ScienceDirect/Elsevier. The review revealed some paths for BPA, with some common steps. In addition, some common process characteristics fundamental to automation are exposed, as well as factors that are critical to an organization for successful automation. The results indicate that BPA is an established area in Business Process Management related to technologies/tools like Robotic Process Automation (RPA) or Cognitive-Robotic Process Automation (C-RPA), Workflow Management Systems (WfMS), Enterprise Resource Planning (ERP), and Blockchain. As far as we observed, this Systematic Literature Review (SLR) is a unique study that covers all the environmental variables for applying automation in business processes.

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Section: ) Process Attributes Characteristics For Automation (Rq1)mentioning

confidence: 99%

Section: ) Process Attributes Characteristics For Automation (Rq1)mentioning

confidence: 99%

Section: ) Influencing Factors For Bpa In Smes (Rq3)mentioning

confidence: 99%

Section: ) Influencing Factors For Bpa In Smes (Rq3)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Business Process Automation in SMEs: A Systematic Literature Review

Moreira,

Mamede,

Santos

2024

IEEE Access

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Towards an Integrated Platform for Business Process Management Systems and Robotic Process Automation

Flechsig

Völker

Egger

et al. 2022

Business Process Management: Blockchain, Robotic Process Automation, and Central and Eastern Europe Forum

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Digital Technology-Driven Business Process Redesign: A Classification Framework

Kubrak

Milani

Nava

2023

Lecture Notes in Business Information Processing

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Organizations constantly seek ways to improve their business processes. This often involves using digital technologies to enable process improvements. However, simply substituting existing technology with newer technology has limited value as compared to using the capabilities of digital technologies to introduce changes to business processes. Therefore, process analysts need to understand how the capabilities of digital technologies can be used to redesign business processes. In this paper, we conducted a systematic literature review and examined 40 case studies where digital technologies were used to redesign business processes. We identified that, within the context of business process improvement, capabilities of digitalization, communication, analytics, digital representation, and connectivity can enable business process redesign. Furthermore, we note that these capabilities enable applying nine redesign heuristics. Based on our review, we map how each capability can facilitate the implementation of specific redesign heuristics to improve a business process. Thus, our mapping can aid analysts in identifying candidate redesigns that capitalize on the capabilities of digital technologies.

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Digital Transformation of Global Accounting at Deutsche Bahn Group: The Case of the TIM BPM Suite

Cited by 6 publications

References 4 publications

Business Process Automation in SMEs: A Systematic Literature Review

Business Process Automation in SMEs: A Systematic Literature Review

Towards an Integrated Platform for Business Process Management Systems and Robotic Process Automation

Digital Technology-Driven Business Process Redesign: A Classification Framework

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