| dc.description.abstract | Business Process Management (BPM) is an important and timely topic. For many
companies, BPM is the key for mastering digital transformation and for innovating
their business models. The fast pace of change has also taken a grip on concepts and
techniques of BPM, with various new ideas emerging from research and practice.
Several excellent sources exist that summarize established concepts of BPM. So
far, however, a collection of real-world cases making available the experience of
organizations applying BPM for various objectives was missing. It is the aim of this
book to close this gap and to increase knowledge exchange based on real-world
BPM projects for fostering both BPM education and practice.
For this book, we have gathered 31 cases on how companies use business
process management to achieve outstanding operational results. Each of these
cases is organized according to a uniform structure including the following parts:
• Introduction—What is the story of the case? The authors give a brief narrative of
the entire story to grasp your interest in the case. This part includes a summary of
the key figures of the company.
• Situation faced—What was the initial problem situation? What situation led to
the action taken? The authors specify the context of the case as to needs,
constraints, incidents, objectives, and beyond.
• Action taken—What has been done? What measures have been taken, as
e.g. regarding the process redesign or process innovation? Which methods and
approaches have been used? The authors provide a factual passage of the course
of events.
• Results achieved—What effects could be observed resulting from the action
taken? This could be changes in performance measures as well as qualitative
statements from employees, customers, or other business partners. Here, the
authors also discuss how far expected results materialize and how far
expectations were met or not met.
• Lessons learned—Reflecting the overall case, what can others learn from it? The
authors derive around five lessons learned, which are grounded in the case and
which are interesting for others to take as an example.
The cases of this book are grouped into four major blocks, which are inspired by
the six core elements of BPM by de Bruin and Rosemann. Part I contains cases that relate to strategy and governance. The cases stem from SAP in Germany, S-Y
Systems Technologies in Germany, Autogrill in Italy, the Dompe eHospital in Sri
Lanka, a leading telecommunications provider in the Middle East, and the Slovene
public service company Snaga. Part II presents cases on BPM methods. These cases
relate to “Die Mobiliar” from Switzerland, Queensland University of Technology in
Australia, the City of Ghent in Belgium, a Brazilian insurance company, the
telecommunications provider 3 in Germany, Bolzano Hospital in Italy, an
Australian insurance company, Software AG in Germany, and St. Andrew’s War
Memorial Hospital in Australia. Part III discusses cases on information technology
and BPM. The cases refer to CrowdStrom in Germany, MELOS in Germany,
Deutsche Bank in Germany, BRFkredit in Denmark, a German manufacturing
company, Zalando in Germany, Adler Moden in Germany, a Slovak logistics
provider, and HEYCO-WERK in Germany. Part IV discusses BPM-related issues
of people and culture. It builds on cases from Lufthansa Technik in Germany, 1&1
Internet in Germany, TCE-PE from Brazil, Jade University of Applied Science in
Germany, and a Norwegian company in the Oil and Gas sector. | en_US |
