Foreword to Third Edition; Foreword to Second Edition; Foreword; Preface; Contents; Abbreviations; Chapter 1: Business Process Management: What Is It and Why Do You Need It?; 1.1 What Is a Business Process?; 1.2 What Is BPM?; 1.3 What Is Value-Driven BPM?; 1.4 Value-Driven Business Process Management Applied to the Process Life Cycle; 1.5 The Process Factory: A Core Component of Value-Driven BPM; 1.6 Running the Process Factory; 1.7 The Bottom Line; References; Chapter 2: Innovation: Enabled by Process Management; 2.1 What Has Innovation to Do with Business Processes?
2.2 Some More Thoughts About Innovation and Processes2.3 What Is the Business Process of Innovation?; 2.4 How Does BPM Enable Innovation Systematically?; 2.5 Examples for Innovation Through Appropriate Process Management?; 2.6 The Bottom Line; References; Chapter 3: Digital Technologies for Process Execution; 3.1 The ``Traditional ́́Path to Process Execution: Enterprise Resource Planning (ERP) and More; 3.2 New Flexibility in Process Execution: Service-Oriented Architecture (SOA); 3.3 The Next Generation of Process Execution: The Power of Digitalization; 3.4 Bottom Line; References.
Chapter 4: People Enablement for Process Execution4.1 What Is Business Process Change Management?; 4.2 How Do You Provide Information and Communication?; 4.3 How Do You Provide Process Training?; 4.4 Digitizing the Process of Change Management; 4.5 The Bottom Line; References; Chapter 5: Business Process Governance; 5.1 Business Process Governance: What Is It and Why Do You Need It?; 5.2 How Do You Establish Business Process Governance?; 5.3 What Does It Mean to Sustain Process Governance?; 5.4 The Bottom Line; References; Chapter 6: Reference Models: Accelerators and More.
6.1 What Are Reference Models and Why Should You Use Them?6.2 How to Obtain Reference Models and How to Evaluate Them?; 6.3 How Do You Apply Reference Models?; 6.4 The Bottom Line; References; Chapter 7: Managing Inter-enterprise Processes; 7.1 Why Is the Management of Inter-enterprise Processes So Important?; 7.2 What Is Special with the Design and Implementation of Inter-enterprise Processes?; 7.3 What Is Special with the Execution and Controlling of Inter-enterprise Processes?; 7.4 Bottom Line; References; Chapter 8: Managing Emergent Processes in a Digital World.
8.1 What Are Emergent Processes and Why Are They Managed Differently?8.2 How Can One Manage Emergent Processes?; 8.3 What Tools Support the Management of Emergent Processes?; 8.4 The Bottom Line; References; Chapter 9: Globalization Requires Value-Driven BPM; 9.1 Some Personal Impressions; 9.2 Globalization Changes Processes; 9.3 How Can Value-Driven BPM Help?; 9.4 The Bottom Line; References; Chapter 10: Small and Medium Enterprises Need Value-Driven BPM; 10.1 Definition and Characteristics of SMEs; 10.2 Why Do Small and Medium Enterprises Need BPM?

This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment.

Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution.