Value-driven Business Process Management involves tailoring BPM to the value drivers of a process-centered organization. Aligning BPM tools, methods and overall approaches to the specific organizational context drives the contribution of deliverables to the strategic ambitions of the corporation. This report is the first detailed study into the extent to which organizations individualize their governance to the overall objectives of BPM. Based on findings derived from a global survey, this report presents an assessment of the current state-of-the-art of value-driven BPM practices and governance structures.

One positive from a BPM viewpoint is that respondent organizations derive tangible value from their BPM initiatives. This value is generally derived by involving senior executives and relying on increasingly influential process owners. However, it should also be noted that BPM is still largely treated as a standard approach and that very few respondent companies have started individualizing their BPM governance.

“Any type of governance needs to be directed and influenced by the strategic mandate of the BPM initiative.”

Dr Mathias Kirchmer, Michael zur Muehlen, Michael Rosemann, Silke Lehmann