Recommendations
| Recommendations | Explanations |
|---|---|
| 1. Examine whether the business processes are understood as wholes, or only as the implementation of a few tasks | This is important in terms of resource management, performance measurement, and monitoring. In addition, since an increasing proportion of decisions are made based on data collected via processes, the collected data must describe the actual situation as well as possible. As this study has shown, process entities are not necessarily fully understood in all industries or organizations; essential parts of the process may be unrecognizable, and core processes may be unseen |
| 2. Consider whether there are hidden tasks and responsibilities in the core processes that affect both the efficiency of the process and the IS being developed | If the whole process is not understood, the IS supporting actions can be more harmful than beneficial: the ISs can be fragmented, overlapping, incomplete, cause internal suboptimization of the process and additional cognitive load without providing support for the effective completion of the process. In addition, it is very difficult, if not impossible, to collect reliable data on process efficiency from fragmented IS and applications |
| 3. The load and resource needs of overhead work must be understood and followed | Overhead work may form a significant part of the specialist’s workload. If overhead work is invisible, then its growth will also remain invisible, and the efficiency of the process may decrease significantly, even if there have been no changes in the visible parts of the process |
| 4. When evaluating IS affecting the developed business process, IS classification based on process objectives should be applied | Classification helps evaluate which are task-level ISs, which are process-level ISs, and if there are overlapping or gaps |
| 5. The previous recommendations must be included in the digitalization models and guidelines used in the process digitalization of an organization | For example, in the education sector, it is important to add the process dimension when the TPACK model is applied in education digitalization |
| Recommendations | Explanations |
|---|---|
| 1. Examine whether the business processes are understood as wholes, or only as the implementation of a few tasks | This is important in terms of resource management, performance measurement, and monitoring. In addition, since an increasing proportion of decisions are made based on data collected via processes, the collected data must describe the actual situation as well as possible. As this study has shown, process entities are not necessarily fully understood in all industries or organizations; essential parts of the process may be unrecognizable, and core processes may be unseen |
| 2. Consider whether there are hidden tasks and responsibilities in the core processes that affect both the efficiency of the process and the IS being developed | If the whole process is not understood, the IS supporting actions can be more harmful than beneficial: the ISs can be fragmented, overlapping, incomplete, cause internal suboptimization of the process and additional cognitive load without providing support for the effective completion of the process. In addition, it is very difficult, if not impossible, to collect reliable data on process efficiency from fragmented IS and applications |
| 3. The load and resource needs of overhead work must be understood and followed | Overhead work may form a significant part of the specialist’s workload. If overhead work is invisible, then its growth will also remain invisible, and the efficiency of the process may decrease significantly, even if there have been no changes in the visible parts of the process |
| 4. When evaluating IS affecting the developed business process, IS classification based on process objectives should be applied | Classification helps evaluate which are task-level ISs, which are process-level ISs, and if there are overlapping or gaps |
| 5. The previous recommendations must be included in the digitalization models and guidelines used in the process digitalization of an organization | For example, in the education sector, it is important to add the process dimension when the TPACK model is applied in education digitalization |
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