Since each company will find a different starting point, each company must also individually address this issue. There is no universal recommendation, but the following points should help to find an orientation.

Organizations are exposed to various influences. Both a changing market environment and regulatory changes require the company and employees to adapt quickly. Despite shorter intervals for required changes, the tolerance for gaps in the process chain and for errors in the process tends to decrease.

Examples in which customers specify process chains and process targets are already found in some industries.

Below are examples of different starting situations and reasons: Reorganization:

The company has to reorganize itself organisationally. In the process of merging parts of companies and / or acquisitions, there is a need to harmonize and improve processes and to train employees with regard to the new structures. By means of a process management, the basics (process models) are to be created and developed, which serve as starting point for the process analysis and improvement, and process metrics are set up to measure the success of the processes (quality, time, etc.) and identify fields of action.

Motivation for the reorganization by the management is often the goal to break an existing silo thinking. Over the years, the divisions involved in the process have often optimized in depth. Here, interfaces were often taken for granted and not optimized with. However, these interfaces often have considerable potential for improvement. A holistic process approach can make this potential transparent.


There is a requirement to merge different process documentation to avoid multiple care. This includes, for example, IT process and system documentation, process organization flowcharts and process descriptions of the commercial departments for the Accounting Law Modernization Act (BilMOG) or the Sarbanes Oxley Act (SOX).

Increased efficiency:

Regardless of a required reorganization, there is a need in companies to adapt configured processes to new conditions and to increase efficiency in process processing. The primary aim is to reduce costs and to strengthen existing processes for dealing with a larger number of incidents. This is mostly supported by the establishment of process standards and the harmonization of processes, possibly in conjunction with the introduction / harmonization of IT systems. the basis for successful implementation is a transparent picture of processes and requirements.

Workplace related needs:

There are also approaches that are implemented individually at the employee level. The clerk who briefly summarizes the work-site processes to teach these new colleagues. the IT-savvy employee who programs a workflow in web-based applications to better monitor small processes.

Technical possibility:

The motivation for a technical BPM often lies in the replacement of paper-based, manual processes with electronically supported processes (workflows). This can u.a. Higher process stability can be achieved since a workflow can not be easily changed or bypassed.

Description of perspectives / perspectives

on bpm

Depending on the understanding and objective of an organization for BPM, its characteristics may differ. It is therefore first the question to clarify, from which perspective the topic BPM is considered. A process has different levels of hierarchy, with each level representing a different level of detail. Depending on the level of detail, there may be different responsibilities that result in a hierarchy of process responsibilities for the process.

The following groups typically have their own perspective on the subject of BPM:

> Management / Business Unit Management (Business Control)

> Supply chains (flow optimization)

> Staff (training, culture)

> IT (system / process description, test basis, cooperation department, automation and support)

> Quality Assurance / Compliance (Documentation, Verification, CIP)

> Customer (internal or external) / Result receiver

There are inevitably different approaches to how process management is set up, organized and controlled.

At the beginning therefore a location determination should take place. It has to be clarified with which objective a process management should be established and from which perspective and thus also at which level the topic BPM is currently considered. For example, senior management usually has a different perspective on the topic than the IT department.

There will be activities in each company that have a top-down perspective and others that have a bottom-up perspective. These two perspectives have significant implications for the BPM approach.

It should be noted that a holistic technical use of BPM is only possible if it can build on the foundations of a BPM as a discipline. So there is a direct, one-sided dependence here. Only a fully described process can be implemented with technical assistance. On the other hand, BPM can be used as a discipline without any technical mapping of process steps.


Management or divisional management often sees BPM as a tool to get an overview of the processes. The overall context should be presented and controlled. Furthermore, the relevant functions and responsibilities can be determined. In particular, it is about building the right incentives and structures to implement the goals of the organization through the processes. The process presentation focuses on levels 1 and 2 from the above illustration. These are accompanied by organizational structures, monitoring of the implementation or achievement of goals and an incentive system designed for them.


Tier 1 suppliers often receive stringent specifications regarding the goals and design of individual processes in various sectors with a high degree of cross-linking across supply chains. These are z.T. verified by supplier audits, specifications of specific certifications etc. An analogous procedure can also be found in companies with a high level of vertical integration.