scholarly journals An Investigation of Business Process Maturity: Report on Croatian Companies

2020 ◽  
Vol 11 (2) ◽  
pp. 159-165
Author(s):  
Ljubica Milanović Glavan
Keyword(s):  
Cluster Analysis ◽  
Business Process ◽  
Business Processes ◽  
Turning Points ◽  
Maturity Model ◽  
Analysis Method ◽  
Process Maturity ◽  
Cluster Analysis Method ◽  
Survey Results ◽  
Business Process Maturity

AbstractBackground: Nowadays, organizations try to improve their performance by focusing on the business process orientation (BPO) perspective. This perspective views companies as a mixture of unified business processes. A few methodologies can be used for analysing BPO maturity state. The maturity model shows the level of acceptance of the process-oriented approach in the business practice of a certain company. Recognizing different BPO levels can help companies execute, improve and manage their processes.Objectives: The primary aim of this research is to give a report on BPO maturity of Croatian companies and to stress the importance of key turning points.Methods/Approach: The cluster analysis method was used to analyse the survey results.Results: Croatian companies are currently evolving from the Defined level to the Linked level of BPO maturity.Conclusions: The results of the cluster analysis have shown that companies in Croatia have to improve all key turning points, with a special emphasis on the strategic view.

An exploration of green business process maturity based on ecolabels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dries Couckuyt ◽  
Amy Van Looy
Keyword(s):  
Business Process ◽  
Management Practices ◽  
Business Processes ◽  
Ecological Impact ◽  
Maturity Model ◽  
Process Maturity ◽  
Content Type ◽  
Green Business ◽  
Four Levels ◽  
Business Process Maturity

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.

Measurement and Maturity of Business Processes

2011 ◽  
pp. 532-556 ◽  
Author(s):  
Laura Sanchez ◽  
Andrea Delgado ◽  
Francisco Ruiz ◽  
Felix Garcia ◽  
Mario Piattini
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Maturity Model ◽  
Process Maturity ◽  
Maturity Models ◽  
Process Measures ◽  
Quality Of Products ◽  
Business Process Maturity

The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used to develop, deliver and support them. A concept which has been closely related to process quality over the last few years is the maturity of the process and it is important to highlight the current proposal of Business Process Maturity Model (BPMM), which is based on the principles, architecture and practices of CMM and CMMI for Software and describes the essential practices for the development, preparation, deployment, operations and support of product and service offers from determining customer needs. When maturity models are in place, it is important not to forget the important role that measurement can play, being essential in organizations which intend to reach a high level in the maturity in their processes. This is demonstrated by observing the degree of importance that measurement activities have in maturity models. This chapter tackles the Business Process Maturity Model and the role that business measurement plays in the context of this model. In addition, a set of representative business process measures aligned with the characteristics of BPMM are introduced which can guide organizations to support the measurement of their business processes depending on their maturity.

scholarly journals Choosing the right business process maturity model

2013 ◽  
Vol 50 (7) ◽  
pp. 466-488 ◽  
Author(s):  
Amy Van Looy ◽  
Manu De Backer ◽  
Geert Poels ◽  
Monique Snoeck
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
The Right ◽  
Business Process Maturity

scholarly journals Bedeutung des Prozessreifegrads für die Patientenorientierung im Gesundheitswesen

2019 ◽  
Vol 25 (01) ◽  
pp. 37-42
Author(s):  
Yevgen Bogodistov ◽  
Jürgen Moormann ◽  
Rainer Sibbel ◽  
Oleksandr Krupskyi ◽  
Moritz von Hanstein ◽  
...  
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
Business Process Maturity

Zusammenfassung Zielsetzung Eine gute Organisation der internen Prozesse ist für ein funktionierendes Gesundheitswesen essenziell. Von besonderer Bedeutung ist der Prozess der Behandlung und Interaktion mit den Patienten, da die Wahrnehmung von Behandlung und Interaktion in einem direkten Zusammenhang mit der Patientenzufriedenheit steht. Letztere hat einen großen Einfluss auf die Gesundung der Patienten. Welche Auswirkungen der Reifegrad des Behandlungs- und Interaktionsprozesses auf die Patientenorientierung hat, wird am Beispiel einer umfangreichen Befragung von Krankenhausmanagern in der Ukraine untersucht. Methodik Die Analyse basiert auf einer empirischen Erhebung, die bei Chefärzten und deren Stellvertretern in einer ukrainischen Großstadt, die als Modell-Stadt einer umfassenden Gesundheitsreform fungiert, durchgeführt wurde. Anhand des Business Process Maturity Model (BPMM) haben wir unsere Hypothese, dass ein hoher Prozessreifegrad zu einem hohen Maß an Patientenorientierung führt, getestet. Dazu haben wir eine Methode zur Messung des Prozessreifegrads entwickelt und diese auf Validität und Reliabilität geprüft. An der Befragung haben 79 Chefärzte und Stellvertreter teilgenommen, die alle öffentlichen Gesundheitseinrichtungen der Stadt (Krankenhäuser, Familienärztehäuser etc.) repräsentieren. Ergebnisse Die Untersuchung zeigt einen klaren Zusammenhang zwischen der Reife des Behandlungs- und Interaktionsprozesses und dem Grad der Patientenorientierung der jeweiligen Gesundheitseinrichtung. Die Varianz, die durch die unabhängige Variable Prozessreifegrad erklärt wird, liegt bei 16,3 %. Alle formativen Dimensionen zeigen einen stark signifikanten Einfluss auf das Konstrukt „Patientenorientierung”. Der Reifegrad des Behandlungs- und Interaktionsprozesses weist ebenfalls einen stark signifikanten Einfluss auf die Patientenorientierung auf. Schlussfolgerung Für Gesundheitseinrichtungen ist es von großer Bedeutung, einen hohen Reifegrad des Behandlungs- und Interaktionsprozesses zu erreichen, um damit dem Anspruch von Patientenorientierung gerecht werden zu können. Die Reife des Prozesses kann mit dem im Rahmen dieser Studie entwickelten Fragebogen getestet werden.

A global investigation of key turning points in business process maturity

2009 ◽  
Vol 15 (5) ◽  
pp. 792-815 ◽  
Author(s):  
Kevin McCormack ◽  
Jurgen Willems ◽  
Joachim van den Bergh ◽  
Dirk Deschoolmeester ◽  
Peter Willaert ◽  
...  
Keyword(s):  
Business Process ◽  
Turning Points ◽  
Process Maturity ◽  
Business Process Maturity

Aligning business process maturity level with SMEs growth in Indonesian fashion industry

2018 ◽  
Vol 26 (4) ◽  
pp. 709-727 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Growth Stage ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Business Process Improvement ◽  
Content Type ◽  
Proposed Model ◽  
Business Process Maturity

Purpose This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation. Design/methodology/approach The proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level. Findings The results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth. Research limitations/implications Validation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories. Practical implications This study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth. Originality/value Through this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.

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