Summaries of findings and conjectures
| Digital innovation enabler | Insights from Delphi study (i.e. “what” should be considered) | Insights from interview study (i.e. “how” it can be realized) | Conjectures for the setup of BPM to enable digital innovation |
|---|---|---|---|
| Organizational IT application portfolios | IT should be process-aware, allowing for the flexible design of workflows | Different types of IT (reinforcing and generative) should be balanced to ensure both stability and flexibility in business processes | C1: To continuously enable digital innovation, BPM-related technologies should be implemented to promote stability in certain elements of business processes while allowing for change and flexibility in others |
| Organizational structures | Structures should allow for fast decision-making; process owners must be established and empowered | Organizations should adjust roles, tasks and responsibilities, capitalize on in-depth knowledge of process participants and promote end-to-end process awareness to find digital innovation opportunities | C2: To continuously enable digital innovation, BPM should be set up so that the surrounding organizational structures are designed to allow for fast decision-making about process changes, empower process owners, and foster end-to-end process awareness |
| Organizational culture | BPM professionals should be open to entrepreneurship, service and collaboration. Their mindsets should allow for a failure culture | Organizations should focus on customer needs, prioritize fast decision-making and promote idea multiplicity | C3: To enable continuous digital innovation, BPM should be set up so that practitioners have customer orientation, support fast decision-making, and enable the generation of new ideas for business processes |
| Organizational capabilities | BPM methods and technologies should be less concerned with “to be” process modeling but promote innovative change | Organizations should emphasize “as is” performances over “to be” models, foster socio-technical competencies of process managers, and extract process-related needs | C4: To enable continuous digital innovation, BPM should be set up such that methods and tools focus on both actual business process performances and the needs of process participants |
| Digital innovation enabler | Insights from Delphi study (i.e. “what” should be considered) | Insights from interview study (i.e. “how” it can be realized) | Conjectures for the setup of BPM to enable digital innovation |
|---|---|---|---|
| Organizational IT application portfolios | IT should be process-aware, allowing for the flexible design of workflows | Different types of IT (reinforcing and generative) should be balanced to ensure both stability and flexibility in business processes | C1: |
| Organizational structures | Structures should allow for fast decision-making; process owners must be established and empowered | Organizations should adjust roles, tasks and responsibilities, capitalize on in-depth knowledge of process participants and promote end-to-end process awareness to find digital innovation opportunities | C2: |
| Organizational culture | BPM professionals should be open to entrepreneurship, service and collaboration. Their mindsets should allow for a failure culture | Organizations should focus on customer needs, prioritize fast decision-making and promote idea multiplicity | C3: |
| Organizational capabilities | BPM methods and technologies should be less concerned with “to be” process modeling but promote innovative change | Organizations should emphasize “as is” performances over “to be” models, foster socio-technical competencies of process managers, and extract process-related needs | C4: |
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