Process management - what it is and why businesses need it

In order to optimize the company’s results, not just a continual improvement of products and services, as well as a good marketing is in demand. Also a good process management can lead to a permanently improved corporate earnings, hence the increase of sales, profits and other KPIs. This is notably not only an important aspect for large companies and corporations, but in the long run also an essential fact for small and medium businesses, as well as individual entrepreneurs and freelancers.

What “makes” the management process?

Provides in advance the question: What actually happens within the process management? A little can it already be derived from the name. The aim here is to adapt business processes in the context of corporate identification, design, documentation, implementation, control, monitoring and improvement to corporate goals. These may be technical aspects, but also questions of strategic orientation and aspects of organizational culture.

The central question is: “Who does what, when, how, what and why?”. To map especially difficult to define processes and to design processes ultimately more effective use is made within the business administration of different techniques and metrics - a very well known method, for example, the application of the Balanced Scorecard.

How important is process management?

After studies - for example, one of the University of Applied Sciences is evident, among other things, that the IT method and close support process management is still in its infancy and still a lot of potential brings with it.

Has so far been pursued within companies, especially the approach of a holistic process management, it now goes to on, more and more to take advantage of even IT-based BPM tools (Business Process Management).

Directions and dynamics

This somewhat newer approach involves among other things also the expertise of individual departments from the outset in the analysis and design of processes.

Furthermore, this is called top-down commitments, as well as bottom-up dynamics that necessarily are respected within the process structure and process management, and should be reconciled, because at the end of the process should always be a “satisfied customer”. However, since the process performs many areas, also involved in the process with this must be satisfied.