Value-Based Business Process Management

Processes in the digital age

Value-based business process management

Development of innovative and value-oriented process management concepts supported by digital technologies. Major tasks of Business Process Management (BPM)  include the identification, definition and modelling of processes, their implementation and execution, monitoring and control as well as continuous improvement and innovation.


While digital technologies threaten traditional business models, organizations find it difficult to identify and seize opportunities. Therefore, innovation processes specifically tailored to the affordances of digital technologies are in high need. We develop such innovation processes in our research. In addition, organizations must focus more on exploring new opportunities (opportunity management) to thrive in dynamic business environments. At the same time, they must not neglect the existing business – a mistake many organizations have made. The ability to simultaneously exploit existing business and to explore new opportunities is referred to as ambidexterity. In our research, we develop practical concepts with a focus on business processes.


The digital age is generating more data than ever before. This is a key opportunity for science and practice. In BPM, data can be used to measure and forecast process performance. That way, positive and negative deviance can be identified and managed before it occurs. At the same time, event logs can be generated, which form the basis for process mining. In addition to the analysis and prediction of process performance, our work focuses on the data quality of event logs.


For a long time, BPM has followed a one-size-fits-all approach. Accordingly, the context in which BPM is embedded has been neglected, which includes the characteristics of the business processes in focus as well as traditional internal and external context factors. In the digital economy, ever more organizations also act in several contexts simultaneously. Our work deals with the design of context-aware BPM concepts and methods as well as with specific contexts such as smart services, digital production, and digital innovation.


It has long been known that business processes are closely intertwined. In the digital economy, ever more cross-organizational networks are being formed. Until now, dependencies among business processes have primarily been considered for descriptive purposes, e.g., for modelling process architectures. However, dependencies have hardly been used for decision-making purposes, which is why we deal with them intensively in our work. For example, we build methods for process portfolio management as well as for dependency-aware process prioritization.


A central task of BPM is process improvement and innovation. For this reason, we work intensively on methods of effective process improvement. On the one hand, these include methods for process industrialization in terms of automation, flexibilization, standardization, and sourcing. On the other hand, we focus on methods for process digitalization which leverage the affordances of digital technologies to improve existing processes or to develop processes for new “jobs to be done”.


The digital age is changing not only how customers and organizations interact, but also what employees expect from business processes and IT. In our work, we give the customer a central role in process design. With omni-channel and customer journey analysis, we take an outside-in perspective on business processes and we develop heuristics for customer-centric process design. What is more, we specifically explore the impact of the Internet of Things on customer-company interactions. We adopt the employee perspective by investigating root causes of process deviance as well as by developing related management tools (e.g., based on digital nudging).


Our activities

Contact person

Prof. Dr. Maximilian Röglinger

Chair of Information Systems and Business Process Management