Statements on the connection of BPM and digital innovation after round 3
| # | Statement |
|---|---|
| 1 | BPM can support digital innovation if BPM professionals have a mindset that is focused on entrepreneurship, service, and collaboration |
| 2 | BPM can drive digital innovation if digital innovation is a strategic priority shared by relevant stakeholders and BPM is fully aligned with this priority |
| 3 | BPM governance can support digital innovation if process-related decision-making processes are streamlined |
| 4 | BPM can support digital innovation if it embraces constant change through a change-positive culture and proven change management approaches |
| 5 | BPM can support digital innovation if methods are easy to use and available for all employees |
| 6 | BPM can drive digital innovation if process experts are eager to learn and a culture of failure exists |
| 7 | BPM can support digital innovation if as-is process models are used to get a clear overview of existing processes and their current state of digitalization |
| 8 | BPM can drive digital innovation if the organization’s BPM toolbox includes “digital” methods |
| 9 | BPM can drive digital innovation if employees and managers are able to think in processes and algorithms |
| 10 | Traditional BPM governance cannot drive digital innovation; it needs to be created in a way to not prevent digital innovation |
| 11 | BPM can drive digital innovation if organizational strategy includes an assessment of digital technologies |
| 12 | Traditional BPM tools and methods cannot drive digital innovation; they can only support it |
| 13 | BPM can drive digital innovation if process experts and process managers have high creative energy |
| 14 | BPM can support digital innovation if the concept of business processes is used as a common language between IT and Non-IT people |
| 15 | BPM hinders digital innovation if it focuses on process standardization and as-is modeling |
| 16 | BPM can support digital innovation if information technology is process-aware and allows for flexible workflows |
| 17 | BPM hinders digital innovation if it focuses on incremental process improvements |
| 18 | BPM can drive digital innovation if the organization’s BPM toolbox includes modern technologies |
| 19 | BPM can support digital innovation if the role of the process owner is really established and the process owners are available |
| 20 | BPM can support digital innovation if it has a track record of successful process digitalization projects |
| # | Statement |
|---|---|
| 1 | BPM can support digital innovation if BPM professionals have a mindset that is focused on entrepreneurship, service, and collaboration |
| 2 | BPM can drive digital innovation if digital innovation is a strategic priority shared by relevant stakeholders and BPM is fully aligned with this priority |
| 3 | BPM governance can support digital innovation if process-related decision-making processes are streamlined |
| 4 | BPM can support digital innovation if it embraces constant change through a change-positive culture and proven change management approaches |
| 5 | BPM can support digital innovation if methods are easy to use and available for all employees |
| 6 | BPM can drive digital innovation if process experts are eager to learn and a culture of failure exists |
| 7 | BPM can support digital innovation if as-is process models are used to get a clear overview of existing processes and their current state of digitalization |
| 8 | BPM can drive digital innovation if the organization’s BPM toolbox includes “digital” methods |
| 9 | BPM can drive digital innovation if employees and managers are able to think in processes and algorithms |
| 10 | Traditional BPM governance cannot drive digital innovation; it needs to be created in a way to not prevent digital innovation |
| 11 | BPM can drive digital innovation if organizational strategy includes an assessment of digital technologies |
| 12 | Traditional BPM tools and methods cannot drive digital innovation; they can only support it |
| 13 | BPM can drive digital innovation if process experts and process managers have high creative energy |
| 14 | BPM can support digital innovation if the concept of business processes is used as a common language between IT and Non-IT people |
| 15 | BPM hinders digital innovation if it focuses on process standardization and as-is modeling |
| 16 | BPM can support digital innovation if information technology is process-aware and allows for flexible workflows |
| 17 | BPM hinders digital innovation if it focuses on incremental process improvements |
| 18 | BPM can drive digital innovation if the organization’s BPM toolbox includes modern technologies |
| 19 | BPM can support digital innovation if the role of the process owner is really established and the process owners are available |
| 20 | BPM can support digital innovation if it has a track record of successful process digitalization projects |
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