Seven Paradoxes of Business Process Management in a Hyper-Connected World

Beverungen, Daniel; Buijs, Jorn op den; Becker, Jörg; Ciccio, Claudio Di; Aalst, Wil M. P. van der; Bartelheimer, Christian; Comuzzi, Marco; Kraume, Karsten; Leopold, Henrik; Matzner, Martin; Mendling, Jan; Ogonek, Nadine; Post, Till; Resinas, Manuel; Revoredo, Kate; del–Río–Ortega, Adela; Rosa, Marcello La; Santoro, Flávia Maria; Solti, Andreas; Song, Minseok; Stein, Armin; Stierle, Matthias; Wolf, Verena

doi:10.1007/s12599-020-00646-z

Cited by 52 publications

(32 citation statements)

References 53 publications

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“…via sensors, in order to further develop process mining capabilities. Companies will need to develop data collection strategies, starting with an analysis of the information needs – or in wider terms the analytical opportunities – and defining which data to collect from existing sources, just as well as for which data to establish new sources (Beverungen et al , 2020).…”

Section: Implications and Opportunities For Researchmentioning

confidence: 99%

Adoption, use and management of process mining in practice

Grisold

Mendling

Otto

2020

BPMJ

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PurposeThis study explores how process managers perceive the adoption, use and management of process mining in practice. While research in process mining predominantly focuses on the technical aspects, our work highlights organizational and managerial implications.Design/methodology/approachWe report on a focus group study conducted with process managers from various industries in Central Europe. This setting allowed us to gain diverse and in-depth insights about the needs and expectations of practitioners in relation to the adoption, use and management of process mining.FindingsWe find that process managers face four central challenges. These challenges are largely related to four stages; (1) planning and business case calculation, (2) process selection, (3) implementation, and (4) process mining use.Research limitations/implicationsWe point to research opportunities in relation to the adoption, use and management of process mining. We suggest that future research should apply interdisciplinary study designs to better understand the managerial and organizational implications of process mining.Practical implicationsThe reported challenges have various practical implications at the organizational and managerial level. We explore how existing BPM frameworks can be extended to meet these challenges.Originality/valueThis study is among the first attempts to explore process mining from the perspective of process managers. It clarifies important challenges and points to avenues for future research.

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Section: Implications and Opportunities For Researchmentioning

confidence: 99%

Adoption, use and management of process mining in practice

Grisold

Mendling

Otto

2020

BPMJ

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“…In another study, Ref. [10] discussed seven paradoxes related to BPM and its alignment with IT by emphasizing smart devices and digital transformation. The changing dynamics of high-speed internet and digital technologies are thus also entering the BPM discipline, albeit at a somewhat slower pace.…”

Section: Introductionmentioning

confidence: 99%

Business Process Management and Digital Innovations: A Systematic Literature Review

Ahmad

Looy

2020

Sustainability

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Emerging technologies have capabilities to reshape business process management (BPM) from its traditional version to a more explorative variant. However, to exploit the full benefits of new IT, it is essential to reveal BPM’s research potential and to detect recent trends in practice. Therefore, this work presents a systematic literature review (SLR) with 231 recent academic articles (from 2014 until May 2019) that integrate BPM with digital innovations (DI). We position those articles against seven future BPM-DI trends that were inductively derived from an expert panel. By complementing the expected trends in practice with a state-of-the-art literature review, we are able to derive covered and uncovered themes in order to help bridge a rigor-relevance gap. The major technological impacts within the BPM field seem to focus on value creation, customer engagement and managing human-centric and knowledge-intensive business processes. Finally, our findings are categorized into specific calls for research and for action to let scholars and organizations better prepare for future digital needs.

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“…Second, while most IM methods focus on new value generation through new products, services, and business models, our method specifies how new value can be realized through business processes. Seen from this perspective, our research also responds to calls for new approaches that integrate opportunities from digital technologies into business processes (Beverungen et al 2020;Mendling et al 2020).…”

Section: Methodological Integration Of Digital Technologiesmentioning

confidence: 99%

“…We see more and more claims emerging in the literature which stress the importance of extending BPM with more innovation-oriented concepts. A key idea of explorative BPM is to ensure that organizations systematically integrate emerging opportunities, such as those brought about by digital technologies or changing customer needs, in order to offer new value propositions (Beverungen et al 2020;Grisold et al 2019;Kerpedzhiev et al 2021;Rosemann 2014). This is important in today's rapidly evolving business environment.…”

Section: Introductionmentioning

confidence: 99%

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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Seven Paradoxes of Business Process Management in a Hyper-Connected World

Cited by 52 publications

References 53 publications

Adoption, use and management of process mining in practice

Adoption, use and management of process mining in practice

Business Process Management and Digital Innovations: A Systematic Literature Review

The Five Diamond Method for Explorative Business Process Management

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