Business Process Maturity Research Articles

Вплив цифрової зрілості на трансформацію бізнес-процесів підприємств в умовах змін економіки України

The main models for assessing the level of digital maturity of the enterprise's business processes are summarized, the main advantages and disadvantages of each model are outlined. Factors affecting the level of digital maturity of business are determined. The components of business process management are considered and each of the stages of management is characterized. Digital technologies, which are necessary for the enterprise to increase the level of digital maturity of business processes, are considered. The results of the author's research on the digital maturity of domestic enterprises are presented.

Exploring the Limitations of Business Process Maturity Models: A Systematic Literature Review

Business Process Maturity Models (BPMM) offer organizations an approach to improving business processes. However, criticism of the usefulness of BPMMs in improving operational efficiency exists in the literature. Hence, a systematic literature review was conducted, thematically analyzing forty-seven studies about BPMMs. The paper provides an in-depth understanding of the limitations and the extent to which these problem areas have been addressed, aiming to provide a foundation for future research in improving the usefulness of BPMMs.

Digital maturity of industrial enterprises: Evaluation experience

The article is devoted to the study of theoretical and practical aspects of assessing the digital maturity of enterprises and their readiness for digital transformation in accordance with the challenges of the digital economy. The purpose of the article is to determine the relationship between digital maturity and digital readiness of enterprises, prerequisites, factors and conditions for their improvement. The achievement of the goal is ensured by the use of methods of comparative analysis, a system-structural approach, theoretical analysis of publications, the use of empirical methods, in particular questionnaires, quantitative methods and qualitative expert assessment. The possibility of applying digital maturity assessment models to study the readiness of industrial enterprises for digital transformation is being investigated. The criteria for assessing the digital maturity and digital readiness of enterprises are highlighted. In the course of the study, hypotheses were confirmed that there is a direct dependence of the readiness of industrial enterprises for digital transformation on the achieved level of digital maturity of technologies and business processes in the company, as well as on the received and expected effects of digitalization, accumulated economic potential and projected risks. The main theoretical and methodological conclusions are outlined in the context of the identified factors, prerequisites, conditions for increasing digital maturity and readiness of enterprises for digital transformation. The necessity of a systematic study of the influence of digital potential factors, various external and internal risk factors on the digital readiness of industrial enterprises for the development of strategies, long-term plans and projects of digitalization and digital transformation is emphasized.

Validation of a Maturity Model for Applied R&D: Adding Value to Business

EMBRAPII was developed and has been using a maturity model since 2014 to help accredited research groups to reach high performance when conducting applied research to industry. Although the benefits of using such a model have already been demonstrated on many occasions, the model has not been subjected to full scrutiny and formal validation. To do so, a validation procedure is proposed to answer four questions: 1) whether the EMBRAPII model congregates the expected features of this class of evaluation tools, 2) whether the implemented tool complies with its design principles, 3) how the model results benefit research groups and 4) how the achieved maturity relates to group goals and results. The first two questions were answered through a cross-analysis between the model characteristics and well-known conceptual references. To answer question 3), a survey was conducted to verify the user's perceptions about the model. To answer question 4), a set of key performance indicators (KPIs) was compared with achieved maturity levels. Results show that the discussed model complies with the fundamental characteristics of business process maturity models and provides clear evolution guidance to research groups, not only about the improvement of processes but also on business results expressed by KPIs.

The Influence of Business Process Management System Implementation on an Organization’s Process Orientation: A Case Study of a Financial Service Provider

ABSTRACT This study investigates the influence of Business Process Management System (BPMS) implementation on an organization’s process orientation through a case study of a financial service provider. Business process maturity models are utilized to capture change in process orientation. Explorative data analysis, Bayesian ordinal regression, and structured interviews are employed for the analysis. Findings suggest that a successful BPMS introduction positively influences diverse aspects of process orientation, extending both process and organizational capabilities beyond process automation.

TECHNOLOGICAL RE-ENGINEERING OF MACHINE-BUILDING ENTERPRISES: EVOLUTION, PROBLEMS, SOLUTION WAYS

The article discusses the current nutrition of the current development of machine building in Ukraine. It is noted that for the economy of Ukraine at the beginning of the 21st century, catastrophic short-term expansion and progressive degradation of the technical base of industrial enterprises were characteristic, which served as a creak of both simple and extended implementation among rich galuzi people's dominion. To get in the way of this unsafe trend, you can only use the industry and її provіdna galuz - machine-building. Think, in order to function in the industrial complex of Ukraine in the nearest future, to be under the influence of the market mechanism of self-regulation, on the one hand, various corrective inflows from the side of the state authorities, caring for and a number of subjective and objective factors c.Globalization, digital transformation are the most important irrigation factors , pandemic, military conflicts, just. . It is given to the stylist the information about the urgency of these processes. From one side, it will make it easier for the government to interact between the powers, which I create minds for the access of the country to the advanced reach of people, ensure the economy of resources, stimulate the progress of the world. On the other hand, globalization brought negative consequences: a fixed peripheral model of the economy, a waste of its resources by countries that do not enter the "golden billion", ruining small businesses, expanding on the weak edges of globalization and competition tsії, lowering the equal of life and іn. It is clear that Ukraine is progressively developing in the field of digital technology and digital transformation, but there is still a significant potential for further development. An important criterion for the strength of the DH process in business is the “digital maturity”, and its promotion is business strategy. This maturity is seen as the steps and goals of the process of organizational training, which determines the reaction to the digitally competitive environment, which is brought about and changed. Due to the insufficient maturity of business processes, the low level of process management in the company is understood, because the main and additional processes are not defined and not regulated, the automation is now chaotic, may be local in nature, the processes are not adapted and planned before the introduction of new technologies. The authors advocated the development of technological re-engineering with the development of technology foresight at the enterprises of machine-building and the forward diagnostic readiness of companies to digital transformation, as in accordance with the recommendations of the TOGAF standard and may zdіysnyuvatisya at the boundaries of the formation of the architectural tower of the company at the cob stage of the implementation of the transformation project.

ADAPTATION STRATEGY OF AN INDUSTRIAL ENTERPRISE TO THE CHALLENGES OF GLOBAL DIGITALIZATION PROCESSES

The article deals with topical issues of forming an adaptation strategy of an industrial enterprise to the challenges of global digitalization processes. It is noted that the economy of Ukraine at the beginning of the XXI century was characterized by a catastrophic decline in production and progressive degradation of the technical base of industrial enterprises, which served to curtail both simple and extended reproduction in many sectors of the national economy. Only industry and its leading sector, machine building, can cope with this dangerous trend. The conditions in which Ukraine's industrial complex will have to operate in the near future are influenced by the market mechanism of self-regulation, on the one hand, by various corrective actions by government authorities and a number of subjective and objective factors. The most influential factors are globalization, digital transformation, pandemics, and military conflicts. The author provides brief information on the essence of these processes. It is noted that economic globalization is a complex and contradictory process. On the one hand, it facilitates economic interaction between states, which creates conditions for countries to access the advanced achievements of mankind, saves resources, and stimulates global progress. On the one hand, it facilitates economic interaction between states, which creates conditions for countries to access the advanced achievements of mankind, saves resources, and stimulates global progress. On the other hand, globalization has negative consequences: consolidation of the peripheral economic model, loss of resources by countries that are not part of the "golden billion", ruin of small businesses, spread of globalization and competition to weak countries, decline in living standards, etc. Ukraine is gradually developing in the field of digital technology and digital transformation, but still has significant potential for further development. The level of digital maturity of business processes is becoming an important criterion for the quality of the DH process in business, and its increase is an adaptation strategy, which is defined as a gradual and purposeful process of organizational learning that determines the response to the emerging and changing digital competitive environment. Insufficient maturity of the adaptation strategy means a low level of process management in a company where the main and auxiliary business processes are not defined and regulated, their automation is chaotic, localized, and the processes are not adapted to the latest technologies planned for implementation. The authors propose an approach to technological reengineering using foresight technologies at machine-building enterprises with a preliminary diagnostics of companies' readiness for digital transformation, which meets the recommendations of the TOGAF standard and should be carried out within the framework of forming an architectural vision of the company at the initial stage of implementation of the transformation project.

Assessment of Business Process Maturity Model in Culinary SMEs as a Pre-Stage of Enterprise Resource Planning Implementation

The SMEs sector is predicted to have a surplus of ERP implementation projects in 2024, with 60% of the total implementation projects. However, the ERP implementation growth cannot be separated from the threat of project failure (35%) and project delays (55%). This study measured the maturity of business processes as a pre-implementation stage to reduce the risk of ERP implementation failure. The object studied was three culinary SMEs in Yogyakarta. This paper used McCormack’s theory of business process management maturity model, combined with the ICT maturity model developed by Pham. The assessment showed that the three SMEs were at the lowest level of business process maturity, the ad hoc level. Meanwhile, the ICT maturity varies from inactive to substantial. However, SME A had the eligibility to implement an ERP system but first needed to perform the business process re-engineering. The recommendations were designed for SME A to enhance its business process flow by proposing a business process based on the best practice process used by ERP system providers.

Penilaian Tingkat Kematangan Proses Bisnis Pada Usaha Mikro, Kecil dan Menengah: (Studi Kasus)

The readiness of Micro, Small, and Medium Enterprises (MSMEs) to achieve competitive advantage greatly depends on the maturity level of their business processes, which ultimately affects business performance. Therefore, this study aims to assess the level of business process maturity in MSMEs. The studied MSMEs are Salakilo and Bontings, both engaged in the culinary industry. These two MSMEs are classified as superior MSMEs according to the Borneo MSME Gate and Bank Indonesia in 2021. The assessment of business process maturity is conducted using the Business Process Orientation Maturity Model (BPOMM) with four levels and nine assessment aspects. Data collection is done through the distribution of validated questionnaires by experts and MSME practitioners. The questionnaire items are tailored to the specific conditions of the studied MSMEs, making it easier for the MSME practitioners to understand each assessment indicator. The results show that there is a difference in the level of business process maturity between Salakilo and Bontings MSMEs. Salakilo MSMEs have achieved the Integrated level with a score of 6.6, while Bontings MSMEs are at the Linked level with a score of 5.8. 
 Keywords: Maturity Model, Business Process, MSME

Scenario building and measurement of the business process maturity using fuzzy cognitive mapping technique: a case study in SAIPA company

One of the current concerns of managers is to develop the business process maturity and identify the conditions for improving the pertaining processes. This eventuates in increased customers, reduced costs along with mechanised business processes. In this regard, this paper unveils a two-stage approach to develop the maturity of business process management exploiting the fuzzy cognitive mapping technique. In the first stage, a systematic review of the relevant literature is carried out. The output of this stage encompasses the maturity levels, factors and indicators of the concerned business process model. Applying the fuzzy cognitive mapping technique, the second stage obtains macro causes and effects, in which, the dimensions of maturity and related relationships are identified to render the possibility of scenario building for the development of business process maturity. In a bid to validate and verify the proposed approach, a real case study is conducted, via which important insights are derived.

Алгоритм применения модели процессной зрелости для совершенствования бизнес-процессов организации

Business process management contributes to the effective operation of an organization with greater customer focus and a high level of productivity. These advantages have the potential to overcome the high level of competition; however, optimizing business processes in specific organizations is a challenge. Improving processes requires accounting for many aspects; therefore, many companies experience difficulties in managing business processes. Many practitioners and scholars work on developing business process maturity models to help organizations gradually implement business process management for specific processes and/ or for an entire portfolio of processes. The article considers the most popular maturity models. An algorithm for applying these models is developed. Theoretical principles for the development of the algorithm are represented. This algorithm allows for an ongoing maturity assessment. Based on the obtained results, the most appropriate maturity model for further optimization of business processes can be selected. Possibilities of subsequent application of the developed algorithm are considered.

ADVANCING THE QUALITY OF BUSINESS PROCESS MATURITY MODELS

ABSTRACT Over the years, academia has developed and published various business process maturity models (BPMMs) that supposedly assist companies in systematically identifying, evaluating, and improving their capabilities. However, as several authors have previously indicated, the quantity of the published models may not always meet the required quality. To examine whether these views are justified, this paper performs a publication outlet and citation analysis for articles from 1990 to 2019. The results show that BPMMs are predominantly published in less-recognized journals and are less frequently cited than other works in the domain of business process management. This finding highlights the need for improvement and motivates the derivation of criteria that help to enhance the quality of BPMMs. The presented criteria are particularly valuable for (1) researchers seeking to publish more transparent and replicable BPMMs and (2) reviewers deciding whether the models should be published. Eventually, they will likewise facilitate model application and dissemination in business practice. Keywords business process; maturity model; publication outlets; citation analysis; quality; criteria

Business process management effectiveness and maturity through lean management practices: the Brazilian federal police experience

PurposeThis study aims to examine the influence of lean management practices on organizational process effectiveness and maturity. The underlying assumption of this paper is that lean management practices may have a positive relation with the initiation and the adoption of a process management approach and be a first step to process management success.Design/methodology/approachThrough a quantitative perspective, a survey was carried out in the Brazilian Federal Police with a valid sample of 991 participants. Data analysis was executed with confirmatory factor analysis and structural equations modeling.FindingsLean management practices have a positive influence on the Brazilian Federal Police process maturity and on process effectiveness. Process maturity has a positive impact on process effectiveness. The results extend the applicability of lean management practices in the public service scenario. The results will decrease the high failure rates in process transformation projects.Research limitations/implicationsThe main limitation of this study is that the researchers could not maintain full control of the research respondents because the data collection was carried out online.Practical implicationsConsidering a scenario of increased pressure to upgrade organizational decisional process in the public sector and to offer better public services, the lean management practices can effectively contribute to the development of strategies and actions that will enhance a more effective public service management reality.Social implicationsThis study may contribute as a source of empirical data for future research in other national public organizations and may assist others to redesigning its strategies and actions to achieve excellence in decision-making, by adopting a more agile quality public service with less costs and waste.Originality/valueNew measurement and structural models were defined to analyze lean management practices in the public service as the predictors of organizational process maturity and effectiveness. The discussion on lean management practices, as a first step in process approach applicability, enhances a new process-based management perspective.

Business ecosystem sustainability management

The article is devoted to the issues of the sustainable development of such a representative of the ecosystem as a special economic zone. The subject of the study is the organizational interactions that arise between resident companies, clusters within the technopolis and the management company. The conducted research is aimed at determining the criteria for the expediency of selecting participants in the ecosystem, identifying indicators for assessing the effectiveness of their joint functioning. The objectives of the study were to identify key trends in the formation of business ecosystems; to formulate the principles of managing the sustainability of the ecosystem, to determine the levels of sustainability and indicators for measuring it. The methodology of scientific research is based on the assessment of the digital maturity of business processes, the theory of interaction between organizations and the platform approach. Statistical processing methods of reports on management companies, grouping and rating the attractiveness of technoparks for investors were used during the study. The article formulates the principles of sustainability of the business ecosystem, defines the levels and indicators for their assessment. The results of the study are addressed to employees of management companies of special economic zones, heads of executive authorities responsible for the development of industrial policy. The development of research in the field of sustainable development of business ecosystems is related to the consideration of information security issues for agents of the digital economy.

How to Enhance Intellectual Property Business Organizations’ Capabilities? A Business Process Maturity Perspective

The organizational performance of intellectual property management departments is often subjective and not easy to evaluate in a traditional way. The software development department is similar to the intellectual property management department, as both are highly autonomous, rely heavily on professional manpower, and provide professional services. It is also difficult to use traditional factors to evaluate their competitiveness and success. Generally, the capabilities of the software development department can be evaluated by the Capability Maturity Model (CMM). The higher the maturity is of the organizational capability of the department or company, the better is the work performance. This research refers to the concept of CMM to evaluate the capability maturity of an intellectual property management organization and the key success factors of the Business Process Maturity Model (BPMM) to analyze and discuss such an organization. In this research, we use Analytic Hierarchy Process (AHP) as an analysis tool. We analyze and compare In-house IP group and Law Firm IP group; their performance is mostly considered to be related to personal profession and is often regarded as difficult to evaluate. The capabilities that determine the overall maturity of an organization are usually not easily distinguished. Therefore, it is difficult to use a unified standard to measure the completion time and cost of a case. This is what the two different intellectual property management organizations have in common.

BUSINESS PROCESS MATURITY MODEL FOR DIGITAL TRANSFORMATION: AN ACTION DESIGN RESEARCH STUDY ON THE INTEGRATION OF INFORMATION TECHNOLOGY

Business Process Maturity Models (BPMMs) receive growing attention within digital transformation to evaluate the maturity level of business processes regarding specific capabilities. However, existing models are primarily descriptive, with limited prescriptive features and guidance to improve the current state. Besides, the assessment methods of popular BPMMs do not adequately reflect the indispensable role of information technology (IT), i.e., IT systems and information flow, for business process management (BPM) and process performance. Motivated by a research project with an industry partner, we apply the practice-oriented Action Design Research methodology to introduce our comprehensive and prescriptive “BPMMxIT” maturity model that integrates the IT and BPM perspectives. This study details the development and application procedures and provides generalised design principles to evaluate process performance and capability maturity for digital transformation. Transparency and reproducibility are facilitated by extensive supplementary material. Finally, theoretical implications and pivotal directions for organisational practice and further research are outlined.

Architecting an Advanced Maturity Model for Business Processes in the Gig Economy: A Platform-Based Project Standardization

The business continuity of the gig economy is strongly driven by the operator’s ability to manage the maturity of business processes. Moreover, projects in the gig economy are risky due to the lack of monitoring and involvement of actors’ profiles. When business processes become mature as the target, platform-based project results can satisfy actors’ expectations. To reach targeted maturity, operators need to standardize their business processes. This standardization is actualized in a maturity model as a benchmark and guideline tool. It exposes how mature the current business processes are and the required improvements. This research aims to construct a maturity model systematically and comprehensively to encourage operators in the gig economy (as the model user) to improve the products and services delivered. This research has constructed a new maturity model for business processes using the maturity model development phases initiated by de Bruin et al. It explores the gig economy ecosystem in Indonesia. This research initiates the maturity model by collecting 48 factors in the gig economy. It continues by composing 13 determinant candidates as representations of the factors. After an empirical test involving 200 people (consisting of gig worker, client, and operator) and two iterations of mixed-method validation involving 16 experts, this research generates ten determinants classified into three dimensions: actors, platforms, and transactions. The maturity level of each determinant is measured to indicate its position toward digital business continuity.

An exploration of green business process maturity based on ecolabels

PurposeThe discipline of business process management (BPM) is challenged by investigating how work is performed in organizations while simultaneously recognizing preeminent environmental issues. Although organizations have become more open to the ecological impact of business processes through Green BPM, research in this field and guidance for practitioners remains relatively limited. Therefore, this study aims to extend and translate the conventional perspective on business process maturity towards green business process maturity levels.Design/methodology/approachThe authors bridged product-focussed and process-focussed environmental management practices by surveying ecolabels against theoretical capability areas for business process maturity. Since ecolabels are instruments to develop environmental-friendly products and services, the authors looked at the underlying processes to produce such green outcomes. By surveying 89 ecolabel organizations, the authors had indirectly access to an international set of companies, operating in distinct industries and producing a wide variety of green products and services.FindingsThe authors statistically uncovered a classification of four groups of ecolabels based on the process capabilities, each representing a distinct green business process maturity level. The four levels are “Green BP immaturity”, “Green BPL maturity”, “Green BPM maturity” and “Green BPO maturity” and align with well-established concepts in the business process literature and profession.Originality/valueScholars are encouraged to elaborate on the identified maturity levels in order to build and test a green business process maturity model, whereas practitioner-related advice is provided based on possible green business process maturity journeys towards excellence.

Influence of Business Process Maturity Model as a Business Architecture Planning Proposal

This research is a part of previous research that succeeded in producing business model architecture planning, the purpose of this study was to develop previous research using the measurement method of business model maturity as a proposed business model architecture planning concept. By taking the same case study theme as the Tiara Payung Putra (TPP) company. TPP is known as a distributor company in cooperation with Pertamina (Bulk LPG Freight and Filling Station). TPP's main business activity is distributing goods in the form of LPG to 76 bases spread across Balaraja district. The current condition of the business model architecture illustrates the business activities that exist in the TPP. The main problems that occur in TPP are not integrating external systems with internal business activities in the company, and lack of IT resource support. For this reason, the Business Process Maturity Model is needed as a benchmark, which can be proposed as a business architecture planning concept. The business process maturity model process is supported by data validation obtained through respondents, namely business stakeholders in TPP, the process for validating the data by distributing the Assessment questionnaire consisting of 8 Parts the Business Process Assessment model, and 3 Parts for IT Application Readiness Assessment. support of the Enterprise Architecture Planning (EAP) Framework method which focuses on the business model architecture domain. The architecture of the business model illustrates how TPP carries out business activities and functions to achieve its objectives. The results of this study produce the proposed business model architecture planning concept in the form of Business Model Maturity Level Measurement, the IS / IT architecture concept, and the Business Architecture Planning roadmap, which are beneficial for the Tiara Payung Putra (TPP) company for the business model architectural planning

Анализ уровня зрелости бизнес-процессов как инструмент совершенствования

Improving the activities of enterprises involves making changes to business processes, while there is always a question of choosing the tools to achieve this goal. The authors of the article investigated the issue of improvement based on their chosen methodology for determining the level of maturity of business processes. The company «Italian Traditions» LLC was used as the object of the study, the results of the analysis of the maturity of business processes made it possible to determine the main vector of its development, taking into account the specifics of the food industry enterprises.