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In the recent years, Business Process Management (BPM) is increasingly becoming a “way of life” or even a “daily routine” for more and more companies interested in optimizing processes, regardless their field of activity. General statistics show plenty of positive results for organizations that succeed to properly implement BPM techniques and princ...
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... The Unified Workspace: user interfaces, monitoring and dashboards, and task inboxes • The Execution Environment: business rules engine, the process engine, and the analytics engine • The Simulation Engine: data and software applications • The Process Design Tools: process modeling, rules definition, key performance indicator definition, process development, and user interface design • The Metadata Deposit: the "database" for process asset descriptions, relationships, links and policies • Web Service Adapters and New Services Development Environment: provides connections to existing functionality and specialized tools for creating new services Figure 1 presents a brief overview of the main architectural simplified components of BPM and how they fit together in a schematic perspective. ...
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... findings from Capgemini report [4] are confirmed for Romanian markets as well: about half of banking and communications organizations anticipate increasing investment in facilitating customer self-service over the next 12 months (Fig. 10). Approximately 78% of organizations at global level who introduced BPM to improve interactions with clients and / or CRM reported an overall positive impact in comparison to just 63% of Romanian companies (Fig. 11). About 66% of Romanian respondents anticipate that social media strategy will become more important over the next 12 ...
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... and communications organizations anticipate increasing investment in facilitating customer self-service over the next 12 months (Fig. 10). Approximately 78% of organizations at global level who introduced BPM to improve interactions with clients and / or CRM reported an overall positive impact in comparison to just 63% of Romanian companies (Fig. 11). About 66% of Romanian respondents anticipate that social media strategy will become more important over the next 12 months, in comparison with 53% from the firms abroad (Fig. 12). Around 74% of the companies abroad who implemented BPM to improve staff satisfaction reported a positive impact on their business, and 71% of the Romanian ...
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... at global level who introduced BPM to improve interactions with clients and / or CRM reported an overall positive impact in comparison to just 63% of Romanian companies (Fig. 11). About 66% of Romanian respondents anticipate that social media strategy will become more important over the next 12 months, in comparison with 53% from the firms abroad (Fig. 12). Around 74% of the companies abroad who implemented BPM to improve staff satisfaction reported a positive impact on their business, and 71% of the Romanian companies declared the same. No firms from abroad declared a negative impact (Fig. 13). A remarkable 95% of foreign respondents calculated a positive ROI from investment in BPM ...
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... strategy will become more important over the next 12 months, in comparison with 53% from the firms abroad (Fig. 12). Around 74% of the companies abroad who implemented BPM to improve staff satisfaction reported a positive impact on their business, and 71% of the Romanian companies declared the same. No firms from abroad declared a negative impact (Fig. 13). A remarkable 95% of foreign respondents calculated a positive ROI from investment in BPM while 88% from Romanian companies declared the same (Fig. 15) ...
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... who implemented BPM to improve staff satisfaction reported a positive impact on their business, and 71% of the Romanian companies declared the same. No firms from abroad declared a negative impact (Fig. 13). A remarkable 95% of foreign respondents calculated a positive ROI from investment in BPM while 88% from Romanian companies declared the same (Fig. 15) ...
Citations
... Companies are looking for ways to increase the efficiency of their business processes, and this is possible through the use of BPM, which provides continuous modelling, analysis, stimulation and evaluation of corporate activities and processes. The benefits of this solution, including improved business performance, have been proven by many researchers [7,8]. ...
... This requires collaboration and appropriate competence on the part of the accounting and process teams in the area of process instrumentation and project improvement so as to continuously create net value. The significant efficiency of BPM comes not only from the fact that it maximises gross value by developing new capabilities and improvements, but also from the fact that this is accomplished with a minimum of cost, time and waste [8]. ...
... The use of BPM has both managerial and technical implications, and therefore requires close cooperation between managers and information technologists to ensure effective, flexible and transparent business processes [41]. The results of empirical studies indicate that many positive outcomes are achieved by organizations as a consequence of the successful implementation of BPM techniques and principles, including an impact on overall business performance [8]. ...
In a review of the literature on the subject, evidence is found for the impact of leadership on business performance, and the relationship between business process management (BPM) and business performance. It was also recognized that researchers often use mediating variables to explain this relationship. These issues justify the attempt to fill the demonstrated cognitive gap regarding the use of BPM as a mediating variable between leadership and business performance. The aim of the paper is to identify the relationship between leadership, process performance and business performance. The research was conducted using a survey questionnaire and the CAWI method. The survey was conducted in 2023 among 300 randomly selected Polish enterprises. A structural approach was adopted for modelling purposes. The study confirmed that transformational leadership significantly influences the effectiveness and efficiency of processes (process performance), which further influences business performance. Furthermore, it has been proven that responsible leadership correlates with process efficiency, influencing process effectiveness, which in turn impacts business performance. Additionally, it was demonstrated that the level of process maturity correlates most strongly with transformational leadership and business performance. The article contributes to the development of knowledge in the area of leadership and process management by pointing to their important role in achieving planned levels of business performance. Further research directions in this field are also indicated.KeywordsleadershipBPMprocess performanceeffectivenessefficiencybusiness perfoRmance
... While these approaches (TQM, Lean, Six Sigma, and so on) are focused on tackling specific process-oriented problems, BPM has been identified as a common determinant of these concepts when combined with the usage of advanced automation techniques and procedures [28]. ...
The ever-contending competitive forces in the industrial sector and the peculiarities associated with agro-allied manufacturing not limited to short shelf life, seasonality, and heterogeneity of raw materials have perpetually compelled management experts to deal with issues relating to the product, information, time, and material resource wastage. These factors play a significant role in consumer value maximization and have a lasting impact on the overall operational efficiency of any business. To cater to this concurrent industrial abnormality, Business organizations must be deliberate in adopting viable Business Process Management (BPM) strategies. Previous research provides sufficient data to prove that Value Stream Mapping (VSM) is a veritable lean manufacturing technique to adopt and settle challenges of operational deficiencies attributable to non-value-added activities in the value stream as practiced in other sectors such as engineering, healthcare, supply chain logistics, etc., with a limited focus on the agro-allied companies. The research, therefore, presents a review that further investigates the potentials of business process management among agro-allied firms and the exigency of the fourth industrial revolution (4IR) using value stream mapping. The study findings suggest that the agro-allied industry is still lagging behind its potential. Awareness of the use of VSM to ensure an efficient manufacturing process is extremely low among stakeholders. The study recommends further study on the importance of VSM to ensure agro-allied waste is controlled significantly.KeywordsBusiness Process ManagementAgro-allied Companies4IRValue Stream MappingIndustry 4.0
... The dispersed corporate structure creates more complexity and an urgent need for standardization. Thus, it is essential to continuously model, analyze, simulate and evaluate corporate activities and processes (Dumitriu, 2018;Gomes et al., 2020;Hussain et al., 2020). As evidenced by the division into BPM maturity levels, improvement is the highest form of maturity. ...
... Total Quality Management, Workflow Management, Lean and Six Sigma -all these concepts are part of the BPM discipline. While these approaches (TQM, Lean, Six Sigma, etc.) focus on solving specific process-oriented problems, BPM has been recognized as a common determinant of these concepts complemented by the use of complex automation techniques and procedures (Dumitriu, 2018;Jacka and Keller, 2009). ...
Business process management is a very important factor in assessing the effectiveness of production systems (entire enterprises or departments). And while the planning and management of business processes is mastered, it is difficult to create relationships between coexisting processes within one production system. Usually, business process management refers to extracted (isolated) processes, in this case relationships between different processes were looked for. This paper is devoted to the assessment and analysis of the interaction of business processes related to the implementation of one engineering project. The paper presents the results of research carried out in relation to four coexisting business processes in a manufacturing company-with assumption that the four analyzed business processes are located within one project. Business processes were defined on the basis of areas determined in the Big Picture analysis (in Value Stream Mapping analysis). As indicators of the impact of business process elements, the correlation coefficient was taken into account, the value of which determined the impact (or lack of impact) between the components of the various business processes. It has been noticed that the attributes from process 1 (Launching the project implementation) and process 2 (Scheduling and project management) show a very strong and strong correlation with the attributes in other processes 3 (Management and supply of materials) and 4 (Production and distribution). On the basis of the presented results, the critical points of the information / decision flow between the coexisting business processes have been indicated.
... The aim of BPM in an organisation significantly optimise and increase productivity while reducing costs (Dumitriu, 2018), thus it needs to be measured properly. One method to measure these mechanisms that organisation usually and the efficiency of an investment is using a performance measure designated as return on investment (ROI). ...
... Mitigating staff members' resistance is of great importance as well (Reza Ahadi, 2004). In this present paper we highlight the employee involvement and commitment as the main success factor before, as well as during and following BPM implementation (Dumitriu, 2018). Gazova et al. (2016) draws attention to the tremendous positive improvements that the BPM practices can generate for businesses in terms of the cost, quality, speed and then service. ...
... Indeed, our study demonstrates that for some firms, the focus was mainly on implementing technical systems, this represents a complete failure despite the huge investment in acquiring the latest versions of modelling and monitoring business process tools. Therefore, the good fit is a necessary condition, if investing in the purchase of very powerful tool to BPM, while proyéctica / projectics / projectique -n° 26 109 firm's facing a lack of skill it often results in the failure of the BPM project (Dumitriu, 2018). ...
Le présent article a pour objectif d’étudier l’impact de l’implémentation du PBM sur la performance sociale et financière de l’entreprise. Le BPM peut engendrer des améliorations significatives tels que la réduction des coûts, la réduction des temps de traitement, la diminution des non-conformités, la synchronisation des processus, la disponibilité de l’information ainsi que la capitalisation des connaissances. La contribution majeure de cette étude, basée sur une étude quantitative de cas d’entreprises marocaines, est de vérifier l’effet imminent de l’implémentation du PBM sur la performance financière et sociale, en particulier, sur les compétences et l’engagement des collaborateurs. Les principaux résultats montrent qu’une implémentation adéquate conjuguée à une utilisation efficace du BPM jouent un rôle névralgique dans l’amélioration de la performance et la croissance de l’entreprise appui de la haute direction, performance globale
... The aim of BPM in an organisation significantly optimise and increase productivity while reducing costs (Dumitriu, 2018), thus it needs to be measured properly. One method to measure these mechanisms that organisation usually and the efficiency of an investment is using a performance measure designated as return on investment (ROI). ...
... Thus, enterprises, regardless of their size or activity are, should give a closer look also to other modern approaches that can bring business benefits, like BI management, modelling and simulation software solutions as a premise for enhancing processes' quality, and even BPM techniques, as their impact over general performance of the organization can be significant. There is strong evidence that these elements are valid not only for SMEs, but other type of organizations, like those involved for instance in providing different training programs or educational services [29][30][31][32][33]. All of the aforementioned are synergistically used more and more by organizations competing each other in order to better comply with the customer's changing needs and expectations and thus to ensure better ways toward long-term growth and sustainability. ...
On their way towards assuring growth and long-term sustainability, many modern small and medium sized enterprises (SMEs) from the European Union have set building a stronger brand as one of their primary goals. To achieve this, an integrated framework for managing the continuous enhancement of their brand equity level by adopting digital marketing tools and techniques (DMTTs), has increasingly become a necessity for most of the modern SMEs. However, even if such an approach provides plenty of benefits, such as better audience targeting and reduction of traditional marketing expenses, implementing these complex processes in their business models poses a series of challenges like choosing the best selection of DMTTs. For this reason, a conceptual model is proposed in the first part of the paper, with the aim to highlight a framework that will help underline the links between DMTTs and other key elements that can provide an increase in brand equity of SMEs, thus contributing to growth and enhancing the sustainability level. Following the proposed model, research aimed at two main directions has been conducted in the second part. The first direction was to analyze the degree in which modern SMEs from the European Union located in Romania dedicate themselves toward embracing sustainability goals and principles. The second one represents an analysis using also the SPSS software solution on the most used selections of DMTTs mentioned in the presented conceptual model. The results obtained provide a starting point for those modern SMEs that choose to follow the path of sustainability by creating and enhancing their brand equity through DMTTs.
Business Process Management is one of the most popular management concepts developed both on theoretical and practical grounds. The dynamically changing environmental conditions require flexible actions on the part of enterprises and quick, almost immediate adjustment, agility and self-organization.
Adopting digital marketing techniques for most of the IT based organizations has increasingly become a necessity on their way towards assuring long-term business sustainability. However, not all companies fully realize its importance, and even if they do, sometimes problems arise when implementing these processes poses a series of challenges, from choosing the best combination of tools and strategies for accomplishing a certain goal, and up to running a proper and objective cost-benefit analysis after these techniques have been applied. Quantifying the business benefits and measuring the impact on the brand value level and sustainability growth is another key challenge that most companies active in IT sector are still struggling with. For this reason, a research has been conducted on several small and medium sized IT based organizations with the aim of finding out how applying a combination of digital marketing tools and techniques has led to obtaining a series of business benefits. These benefits are mostly related to an increase in general brand value perception, this being a strong premise for assuring sales growth and long-term sustainability of the business. After analyzing the results, the authors also propose first a simplified and then an extended conceptual model that will help bring about a series of benefits in enhancing overall perceived brand value level upon its implementation and use, thus helping the company to build a strong business sustainability and growth for years to come.
