When organizations start to digitize, this often means that processes will be changed. The management paradigm that is centered on the continues review and improvement of organizational processes is Business Process Management (BPM). To digitize processes, an organization should have the right competences to deal with both technological and process changes. However, currently, it is not known which competences are needed by leaders to guide an organization with digital process transformation initiatives. Hence, this paper consists of an explorative study based on interviews with five experts to find out if and how the competences related to digital leadership can guide such initiatives. The experts are employees within five different organizations. The interviews showed some interesting results. First of all, several competences of digital leadership were mentioned by various experts. Many of these competences corresponded with each other. In the interviews, the following competences of digital leadership were mentioned most often: Collaboration, Self-direction, Lifelong learning, and Flexibility. Secondly, there are many approaches to gain insight into processes within organizations. The use of models is necessary to create added value, to help coordinate information provision between the processes and the people who work for the organization. One such approach is the use of Business Process Management Maturity models, which provide insight into the process maturity level of an organization. According to the respondents, there is a relationship between BPM maturity and digital leadership.
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Promotor : Prof. dr. S. Brinkkemper In recent years the focus on business process improvement has greatly increased in industry as well as in public and health institutions. Information systems and especially Business Process Management (BPM) systems are essential to achieve this. Despite success and opportunities for organizations that innovate with BPM applications there are also many failures of implementations caused by both technical and non-technical problems. In many instances it appears that user participation and user involvement are critical to the success of implementation. To overcome the many problems this thesis reports on research that focused on the improvement of the user participation practice. Therefore the main research question in this PhD thesis is: How can user participation in BPM implementation be successful?
Abstract - This study investigates the Business Process Management (BPM) maturity and process performance of the Dutch Department of Defence (DDoD). Like any other organisation, defence departments use BPM to manage their daily business processes. Despite using BPM, the organisation has never undertaken the initiative to analyse its BPM Maturity level and process performance. This paper presents the first results of such a study and compares this to similar military organisations, non-profit organisations and other organisations in the private sector. The DDoD BPM Maturity index score of 2.66 is similar to that of peer organisations. The study provides some suggestions for research and practical implications for organisation.
