Explorative Process Design Patterns

Rosemann, Michael

doi:10.1007/978-3-030-58666-9_20

Cited by 14 publications

(31 citation statements)

References 22 publications

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“…This idea originates from and complies with the dual capability concept of organizational ambidexterity (March 1991;O'Reilly and Tushman 2013). In analogy to this concept, ambidextrous BPM has to balance between exploitative and explorative BPM activities (Rosemann 2014(Rosemann , 2020.…”

Section: Explorative Business Process Managementmentioning

confidence: 99%

“…Exploitative BPM has been characterized as problem-driven and reactive (Grisold et al 2019;Rosemann 2014). A large body of BPM approaches focuses on exploitation, as the provision of new value propositions was hitherto not in the focus of BPM in research and practice (Rosemann 2020;Schmiedel and vom Brocke 2015). Following the idea of organizational ambidexterity, BPM should also consider exploration to become a key driver of corporate success (Mendling et al 2020;Schmiedel and vom Brocke 2015).…”

Section: Explorative Business Process Managementmentioning

confidence: 99%

“…Various BPR case studies demonstrate the radicality of reengineered processes in practice work (Hammer 1990;Hammer and Champy 1994;Kettinger et al 1997) but these initiatives do not imply new process outcomes, i.e., new value propositions in terms of products and services. As another example, explorative process design patterns provide guidance on how to bring new value propositions into existing processes (Rosemann 2020). Finally, product-based design aims at decomposing a product (outcome of a business process) into its (data) elements to develop an idea process design (Reijers et al 2003).…”

Section: Explorative Business Process Managementmentioning

confidence: 99%

“…They tend to neglect new innovation opportunities (Benner and Tushman 2003;Berente and Lee 2014). Little attention has been payed to explorative BPM methods for proactively integrating opportunities into business processes with novel value propositions (Grisold et al 2019;Rosemann 2014Rosemann , 2020.…”

Section: Introductionmentioning

confidence: 99%

“…While early BPM approaches proposed to capitalize on such developments to radically innovate business processes (Hammer and Champy 1994;Kettinger et al 1997), most of today's tools and methods lack a focus on exploration (Gross et al 2019;Rosemann 2014;vom Brocke et al 2020). This is to the detriment of organizations that struggle with realizing the potential of exploring novel business processes and securing success in dynamic business environments (Rosemann 2020).…”

Section: Introductionmentioning

confidence: 99%

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The Five Diamond Method for Explorative Business Process Management

et al. 2021

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Explorative business process management (BPM) is attracting increasing interest in the literature and professional practice. Organizations have recognized that a focus on operational efficiency is no longer sufficient when disruptive forces can make the value proposition of entire processes obsolete. So far, however, research on how to create entirely new processes has remained largely conceptual, leaving it open how explorative BPM can be put into practice. Following the design science research paradigm and situational method engineering, we address this research gap by proposing a method called the Five Diamond Method. This method guides explorative BPM activities by supporting organizations in identifying opportunities from business and technology trends and integrating them into business processes with novel value propositions. The method is evaluated against literature-backed design objectives and competing artifacts, qualitative data gathered from BPM practitioners, as well as a pilot study and two real-world applications. This research provides two contributions. First, the Five Diamond Method broadens the scope of BPM by integrating prescriptive knowledge from innovation management. Second, the method supports capturing emerging opportunities arising from changing customer needs and digital technologies.

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Section: Explorative Business Process Managementmentioning

confidence: 99%

Section: Explorative Business Process Managementmentioning

confidence: 99%

Section: Explorative Business Process Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Five Diamond Method for Explorative Business Process Management

et al. 2021

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Initial Insights into Exploratory Process Mining Practices

Zerbato

Soffer

Weber

2021

Lecture Notes in Business Information Processing

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Process mining enables organizations to streamline and automate their business processes. The initial phases of process mining projects often include exploration activities aimed to familiarize with the data and understand the process. Despite being a crucial step of many analyses, exploration can be challenging and may demand targeted guidance and support. Still, little attention has been paid to understanding how process analysts approach this exploratory phase. With this goal in mind, in this paper, we report the results of an empirical study investigating exploration practices in process mining. Our study reveals that analysts follow different behavior patterns when exploring event logs and enact various strategies to understand the data and gain new insights. The results remark the need for a deeper understanding of process mining practices and inform future research directions to better support process analysts and explain the cognitive processes underlying the analysis.

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