With the uptake of digitalization, BPM must continue emphasizing the people perspective to ensure an optimized augmentation for employees and customers in the future of work and consumption (Davenport and Kirby 2016), It should enable organizations to deal with unpredictable, fragmented, knowledge-intensive, and cross-organizational business processes. BPM should leverage data for analytical purposes, including the exploration of unstructured and non-process (context) data. Instead, BPM needs to become ambidextrous, i.e., it must leverage digital technologies for both streamlining and innovating business processes.
In an environment characterized by advanced process automation capabilities and new digital process design opportunities, a purely reactive and problem-driven approach to BPM is no longer sufficient. Crowdsourcing and crowdsolving facilitate resource engagements, allowing for the identification of new or the rapid scaling of external resources. Business processes are becoming data-intensive such that complex and real-time data assessments determine decision-making along business processes. To name a few examples: smart things are becoming full-fledged actors in business processes, leading to new human-robot-interactions. Finally, 3D/4D printing disrupts supply chains and value networks by enabling highly decentral, delayed production facilities.Īs digital technologies enable so far unimaginable business processes, digitalization is a true game-changer for BPM, posing manifold challenges and opportunities. Further, data analytics – including the latest advances in cognitive technologies – enable capitalizing on data in a diagnostic, predictive, and prescriptive manner, building the foundation of data-driven business models, the automation of unstructured tasks, and natural interaction between humans and machines (e.g., social robotics). Combined with the potential of Blockchain-empowered solutions, it enables novel value exchanges among individuals, businesses, and smart things, reduces the distance between customers and companies, and grants access to so far unexplored data sources. Equipping physical objects with sensors, actuators, computing power, and connectivity, the Internet of Things boosts the fusion of the physical and digital world. Consider the following examples: Social and mobile technologies (e.g., social media and social collaboration platforms) revolutionize how people communicate and emancipate work from time and location. Digital technologies substantially affect our private lives and work practices (Gartner 2016). The penetration of economy and society by digital technologies is referred to as digitalization, a global phenomenon leading to an opportunity-rich, hyper-connected, fast-moving, and highly competitive environment (Gimpel and Röglinger 2015). However, the uptake of digital technologies that not only focus on process automation, but also enable entirely new business processes means that the current set of BPM approaches is no longer sufficient.
As a consequence, a large body of knowledge and methods such as Lean Management, Six Sigma, or workflow management has emerged.
Over the last decades, BPM had a strong inward-driven focus characterized by the sound identification, analysis, and solving of process problems related to waste, variation, or cost. Business Process Management (BPM) strives for the improvement of how companies conduct cross-functional work and ensures that company-wide capabilities are available that enable the effective management of the entire business process lifecycle (vom Brocke and Rosemann 2015).
0 kommentar(er)
