Rosemann, Michael; B ocke, Jan om; Van Looy, Amy; San o o, Fla ia
A icle — Published Ve sion
Business p ocess managemen in he age o AI – h ee
essen ial d i s
In o ma ion Sys ems and e-Business Managemen
P o ided in Coope a ion wi h:
Sp inge Na u e
Sugges ed Ci a ion: Rosemann, Michael; B ocke, Jan om; Van Looy, Amy; San o o, Fla ia (2024) :
Business p ocess managemen in he age o AI – h ee essen ial d i s, In o ma ion Sys ems and e-
Business Managemen , ISSN 1617-9854, Sp inge , Be lin, Heidelbe g, Vol. 22, Iss. 3, pp. 415-429,
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EDITORIAL
In o ma ion Sys ems and e-Business Managemen (2024) 22:415–429
h ps://doi.o g/10.1007/s10257-024-00689-9
1 In oduc ion - om business p ocess managemen o p ocess
science
Business P ocess Managemen (BPM) is a holis ic managemen discipline (Rose-
mann and om B ocke 2015) ha encompasses me hods, echniques, and ools o
suppo he managemen o business p ocesses h oughou hei li ecycle, om dis-
co e y o execu ion, moni o ing and mining (Dumas e al. 2018). The discipline o
BPM co e s an es ablished ield o esea ch wi h common building blocks and com-
p ises a wide a ie y o bo h echnical aspec s (e.g., p ocess modelling, execu ion,
mining, e c.) and manage ial aspec s (e.g., capabili ies, go e nance, mindse , e c.)
(Van Looy 2020). Al hough BPM was cha ac e ized by a clea boos in he 1990s
and ea ly 2000s due o he wa es o business p ocess eenginee ing (Hamme and
Champy 1993), p ocess inno a ion (Da enpo 1993) and wo k low managemen
( an de Aals and an Hee 2003), he unde lying idea and impo ance o manag-
ing ope a ional asks and alue chains ha e been ecognized o cen u ies and his
Published online: 3 Sep embe 2024
© The Au ho (s) 2024
Business p ocess managemen in he age o AI – h ee
essen ial d i s
MichaelRosemann1,2· Jan omB ocke2,3· AmyVanLooy4· Fla iaSan o o5
Jan om B ocke
jan. om.b ocke@uni-muens e .de
Michael Rosemann
[email p o ec ed]
Amy Van Looy
amy[email p o ec ed]
Fla ia San o o
[email p o ec ed]
1 Queensland Uni e si y o Technology, B isbane, Aus alia
2 Eu opean Resea ch Cen e o In o ma ion Sys ems, Müns e , Ge many
3 Uni e si y o Müns e , Müns e , Ge many
4 Ghen Uni e si y, Ghen , Belgium
5 Ins i u e o Technology and Leade ship, Sao Paulo, B azil
1 3
M. Rosemann e al.
al eady since he ea ly ise o ac o ies and he no ion o scien i ic managemen (Tay-
lo 1919). O he disciplines explici ly ecognize he ope a ional le el as an addi ional
managemen laye complemen ing ac ical and s a egical iewpoin s and which is
needed o un a business (Ross e al. 2006).
In ecen yea s, he BPM discipline is been challenged by u bulen o dynamic
business en i onmen s ha a e cha ac e ized by as eme ging echnologies (e.g.,
a i icial in elligence, In e ne o Things, e c.) (G isold e al. 2023) and ex e nal
shocks (e.g., poli ical ins abili y, economic c ises, pandemic) ha can dis up an
o ganiza ion’s de aul way o wo king (Roeglinge e al. 2022). This had ampli ed he
need o business p ocesses ha a e no jus cos e icien , bu also agile, inno a i e
and esilien by design (Van Looy 2021). In esponse, he BPM discipline has been
b oadening i s oci o a wide se o s a egic di ec ions as well as o new echnology,
ad ancing BPM o be mo e adap i e o change (such as obo ic p ocess au oma ion,
p edic i e p ocess moni o ing, da a-d i en p ocess op imiza ion), while s ill s icking
o i s co e building blocks and p ocess li ecycle models (Van Looy 2020). Resea ch
has con ibu ed o econcep ualize BPM acco dingly. The BPM Billboa d, o exam-
ple, is a isual inqui y ool (A diji e al. 2020) ha links BPM o an o ganiza ion’s
s a egy, i s con ex and i s capabil i es, and i sugges s speci ic p ojec s o u he
de elop hese and o measu e ela ed esul s ( om B ocke e al. 2021).
In o de o ad ance heo izing abou he BPM discipline, and o decouple i om
as paced echnological changes, P ocess Science has been p oposed ( om B ocke
e al. 2021; B ocke e al. 2021b). P ocess Science is conside ed a pos -disciplina y
app oach, since i pu s p ocesses (as he phenomonen o in e es ) in he cen e o
a en ion and in i es con ibu ions om as many disciplines ha can make a con i-
bu ion o iden i ying, unde s anding and in e ening in o p ocesses. P ocess Science
p o ides a pla o m o p ocess esea ch ha is agnos ic o disciplines. Hence, p o-
cesses a e gene ally de ined as a cohe en se ies o changes un olding o e mul iple
le els, con empo a ily in ol ing human ac ions wi h he use o digi al echnologies.
Speci ically, P ocess Science makes use o digi al ace da a in o de o cap u e and
analyze a ious p ocess dynamics in eal- ime and based on na u ally occu ing da a.
Th ee ypes o P ocess Science ha e been dis inguished so a : (1) desc ip i e P o-
cess Science, (2) explana o y P ocess Science and (3) p esc ip i e P ocess Science.
A ou h one, gene a i e P ocess Science, may be eme ging wi h he ise o ad anced
AI solu ions (Behesh i e al. 2023).
This special issue demons a es many a enues o p ocess esea ch o u he
de elop. Speci ically, we show some selec ed d i s ha will become p e alen o
he nex gene a ion o p ocess esea ch and BPM as a ield. Nex , we u n o he limi s
o he i s gene a ion Business P ocess Managemen .
2 The limi s o i s gene a ion business p ocess managemen
F ede ic Taylo ’s book ‘The P inciples o Scien i ic Managemen ’ (Taylo 1919) is
ega ded by he Fellows o he Academy o Managemen as he mos in luen ial man-
agemen book o he wen ie h cen u y. This is because Taylo ’s elen less sea ch o
he one bes way o conduc a speci ic ask igge ed a cen u y-long in es iga ion
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Business p ocess managemen in he age o AI – h ee essen ial d i s
in o how o iden i y and add ess unde pe o ming business p ocesses. Fo ins ance,
Indus ial Enginee ing g ew ou o i as a discipline, Ha a d designed i s i s -yea
cu iculum based on Taylo ’s book, and a ious ela ed disciplines ha e been de el-
oped add essing speci ic p ocess issues including ope a ions managemen , indus ial
au oma ion, logis ics and o he s.
Mo e ecen app oaches o p ocess managemen a e co e ing also whi e-colla
business p ocesses. Lean Managemen (Womack e al. 2007), o example, de ines
se en ypes o was e and p oposes ways o how o o e come hese. Six Sigma con-
cen a es on a ia ions as he oo cause o p ocess p oblems and deploys a se o
mos ly s a is ical me hods o unco e and add ess hese. This is also he case wi h p o-
cess s anda disa ion and i s sea ch o economies o p ocess scale (Goel e al. 2023).
Toyo a’s con inuous imp o emen (aka Kaizen) de ines he elimina ion o p ocess
‘pain poin s’ as an ongoing o ganiza ional ou ine (Maksbe y 2011). Al e na i ely,
Walma ’s jus -in- ime logis ics akes he pe ec synch onisa ion o independen p o-
cesses o new le els o ma u i y (He 2023). And a numbe o p ocess-awa e in o -
ma ion sys ems ha e been de eloped o add ess and educe human-induced p ocess
e o s (Dumas, an de Aals , e Ho s ede 2005). Common p ocess li ecycle models
ma e ialise his ‘p oblem-elimina ion mindse ’ by i s iden i ying p ocess p oblems
and hei oo causes, and hen add essing hese.
As a esul o all o hese endea ou s, he e is consensus in his i s gene a ion o
BPM ega ding he s able no h s a o Business P ocess Managemen , namely he
s eamlined, ‘ ic ion- ee’ p ocess ha is also desc ibed by e ms such as s aigh -
h ough p ocessing, ze o ouch o simply, he op imised p ocess. Cos and ime educ-
ions a e he domina ing aims o common p ocess imp o emen .
This adi ional co e o BPM has se ed o ganisa ions e y well. The cos s o p o-
cess managemen ha e dec eased, p oduc i i y inc eases ha e been no ed ac oss all
indus ies and he abili y o iden i y and add ess p ocess issues is now a widesp ead
capabili y. This inc ease in BPM ma u i y has led o new le els o ansac ional e i-
ciency and made i s gene a ion BPM c edible, i no indispensable.
Howe e , he ongoing ace owa ds he ideal o a ic ion- ee business p ocess
comes wi h a numbe o limi a ions. Fi s o all, i is a ace owa ds 0. Ul ima ely, one
can en isage he ully digi al, mobile business p ocess which is ‘hype -con enien ’,
and s ill only a hygiene ac o . This is he case when cus ome s a e accus omed o
lawless p ocess execu ion and as a esul do no espond wi h signi ican app ecia-
ion. Such a s a e can al eady be obse ed wi h ERP-suppo ed business p ocesses
ha nowadays a e he common co e o la ge and medium-sized o ganiza ions, and
a e p o iding a baseline ope a ional capabili y. As a consequence, he u u e a gu-
men migh be ‘business p ocesses do no ma e ’ o e-ph ase Ca (2003).
Second, he ongoing elimina ion o wha looks like non- alue adding asks comes
wi h a cul u al p ice (Schmiedel e al. 2020). P ocess op imisa ion and au oma ion
ha e aken a signi ican amoun o human ac i i y ou o he wo ld’s business p o-
cesses and has cu millions o jobs globally o he gain o o ganiza ional pe o -
mance. As a esul , BPM can ha e he s igma o s essing p ocess pe o mance mo e
han people’s well-being (Van Looy and Sha aga o a 2016), making i a challenging
choice in o ganiza ions ha s i e o pu pose and a e much awa e o o e ing an
a ac i e wo k cul u e o a ac limi ed alen .
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M. Rosemann e al.
Fo hese wo easons, a enewed iew on BPM and i s p ima y objec i es is
equi ed. No longe is he exis ing educ ionis app oach o business p ocesses cen-
ed on he elimina ion o issues su icien o he nex gene a ion o BPM. Ra he ,
new en i onmen al condi ions equi e new BPM capabili ies. This mo i a ional
momen in he his o y o BPM igge ed his Special Issue and i s call o pape s ha
asked o new BPM condi ions and capabili ies, and ul ima ely en i ely new pe spec-
i es on he u u e o BPM.
3 Nex gene a ion business p ocess managemen
Emb acing a p ocess iew o he wo ld and lea ing he bea en acks o i s gene a-
ion BPM as desc ibed abo e, we see impo an d i s in con empo a y and eme ging
BPM. In his edi o ial, we will b ie ly ou line h ee exempla y d i s o BPM ha a e
g ounded in echnology-enabled new condi ions leading o a demand o newly o
ein e p e ed BPM capabili ies. Concep d i has been in oduced as a BPM e m
commonly desc ibing he slow bu con inuous change o p ocess beha iou (Bose
e al. 2011). He e, we use d i no on a p ocess le el, bu a me a le el desc ibing a
signi ican shi in BPM o e all. In ac , no jus one d i , bu h ee.
The ollowing h ee d i s (Fig. 1) a e only desc ibing selec ed phenomena and
by no means s i e o comple eness in cap u ing all cha ac e is ics o he nex gen-
e a ion o BPM. Ye , we in end o in oduce hese d i s as s imuli and in i e ellow
esea che s o iden i y and concep ualize d i s h ough hei esea ch in o de o
u he de elop Business P ocess Managemen so i emb aces undamen ally new
echnological oppo uni ies.
Fig. 1 Th ee BPM d i s
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Business p ocess managemen in he age o AI – h ee essen ial d i s
4 F om ansac ion o con e sa ion
Business p ocesses a e ypically de ined om a ansac ional iew as p ocesses can be
seen as o ches a ed ansac ions. Each ansac ion consis s o an ini ia ing s a e (e.g.,
o de a i ed), a ask (e.g., e i ica ion), and a esul ing s a e (e.g., o de has been
e i ied). This ansac ional pa adigm mani es s i sel in he de aul no ion o ac i e
and passi e nodes in p ocess models, in log iles ha eed p ocess mining algo i hms,
and in la ge en e p ise sys ems (e.g., SAP’s no ion o ansac ion codes). The e has
been clea ly a ansac ion-dominan logic wi hin he i s gene a ion o Business P o-
cess Managemen (e.g., Geo gakopolous e al. 1995). As a esul , p ocesses a e b o-
ken down in o disc ee s eps, and his is how p ocesses p esen hemsel es no only o
hei use s, bu also o business analys s eage o imp o e hese p ocesses.
Gene a i e AI, and wi h i an inc eased abili y o na u al language-based in e ac-
ions, is now acili a ing an addi ional con e sa ional iew on business p ocesses
complemen ing he exis ing and es ablished ansac ional iew. Unlike ansac ions,
con e sa ions a e no cons ained by o mal s a and end s a es, bu a e much mo e
luid and na u al. They a e less p edic able in hei ou come, can o e lap and be
edundan , and a e d i en by he human use , and no he ansac ional sys em.
We de ine con e sa ional BPM as he abili y o in e ac in na u al language wi h
p ocess in o ma ion and ela ed exs e nal da a. This de ini ion ecognises ha he
nex gene a ion o BPM will go beyond a na ow ocus on e en logs and in e ela e
hese closely wi h con ex in o ma ion o de i e a si ua ional explana ions (G isold
e al. 2024).
Inc eased con e sa ional p ocess engagemen has become popula as pa o cha -
bo s (Ku z e al. 2022; G isold e al. 2023) and he way cus ome s can in e ac wi h
a p ocess (‘Wha is he s a us o my claim?’, ‘When can I expec deli e y o my
o de ?’). Howe e , i equally applies o all o he in e nal p ocess- ela ed s akehold-
e s. No longe do hese ha e o adop a p ocess mindse – hinking in disc ee ansac-
ions. Ra he hey can in e ac , as p ocess owne s, analys s o use s, wi h a p ocess in
a much mo e in ui i e con e sa ion as opposed o engaging wi h he addi ional cogni-
i e load ha comes wi h comp ehending ansac ions. This could include in es iga-
i e ques ions acili a ing p ocess o ensics such as ‘Wha a e he di e ences be ween
p ocessing his cus ome o de and he p e ious one?’ o ‘Why did his p ocess ake
so much longe han he a e age?’
Beyond cla i ying o in es iga i e pu poses, con e sa ions can be used o ain
o con igu e a BPM solu ion. Fo example, a p ocess analys migh s a e any o he
ollowing:
●This p ocess is a posi i e de ian (making i a benchma k o u u e p ocess im-
p o emen s) (Se iawan and Sadiq 2013).
●This cus ome p e e s a human case manage who speaks he na i e language
(impac ing esou ce alloca ion).
●Assess he egional impac o he upcoming cyclone on demand and esou cing o
ou supply chain p ocess.
Finally, a p ocess migh also epo on p og ess in con e sa ional o ms.
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M. Rosemann e al.
●Demand o he p ocess is declining and he e o e I [ he obo ] educed he p ice
o he p oduc by 4%.
●The mos expe ienced case wo ke is cu en ly on sick lea e, so I need o know i
I should delay he p ocess o alloca e a less expe ienced al e na i e?
BPM and i s me hods (e.g., p ocess modelling) ypically equi e use s o hink like a
( ansac ional) business p ocess. The apidly inc easing capabili y o gene a i e AI is
now s a ing o acili a e a con e sa ional in e ace wi h business p ocesses, and such
makes BPM sys ems mo e beha e like a human.
Howe e , esea ch and p o essional BPM p ac ice a e s ill in hei in ancy in
comp ehending he equi emen s and possibili ies o con e sa ional BPM. The nex
gene a ion o BPM, he e o e, will need o expand a ansac ional iew on p ocesses
wi h a signi ican concep ualisa ion and o maliza ion o a con e sa ional iew on
p ocesses. Speech-ac heo y (Aus in, U mson, Sbisa 1975) o communica ion heo y
(Mille 2005) migh be e ile heo ies in his con ex . Thus, BPM needs o mo e on
o a new ins i u ional logic (Tumbas e al. 2015). The di e en pe sona aking pa
in such p ocess con e sa ions need o be iden i ied and ca ego ised ecognizing ha
some o hese pe sona will be non-human agency. Finally, models o ansac ional
and con e sa ional iews on p ocesses need o be in eg a ed, e.g., wha ansac ional
da a should in o m wha con e sa ions?
Hence, we conclude:
Nex gene a ion BPM is cha ac e ized by a d i o m ansac ional o con e sa-
ional logic, whe e bo h humans and machines engage in a con e sa ion including
p ocess and con ex ual in o ma ion.
5 F om au oma ion o au onomiza ion
The digi alisa ion o business p ocesses is la gely a s o y o inc easing and ma u ing
p ocess au oma ion. The i s low-hanging ui o au oma ion wi hin a p ocess was
ask au oma ion. Simple au oma ion o calcula ions led in he 50s/60s o scalable
bill-o -ma e ials p ocessing, which acili a ed ma e ial equi emen s planning. This
became he i s comp ehensi e module wi hin mo e complex manu ac u ing (MRP
II) solu ions, and inc easingly all main asks ( om long- e m o ecas ing o schedul-
ing and o de elease planning) we e suppo ed. Nex , adminis a i e asks wi hin
a eas such as inance (e.g., in oice e i ica ion), asse managemen (e.g., dep ecia-
ion) o human esou ces (e.g., pay oll) we e au oma ed, oo. As an In eg a ed solu-
ion, his was called an ERP sys em (e.g., SAP), namely a sys em ha a i s co e
au oma ed he asks. I was up o i s human use s o igge hese asks (e.g., by
p omp ing a ansac ion code in SAP) in a speci ic sequence and o eed he sys em
wi h he da a and business ules i equi ed (so called cus omiza ion).
Second, he 1990s saw he eme gence o wo k low managemen , i.e. he au oma-
ion o con ol lows ( an de Aals and an Hee 2003). Once a ask has inished and
eached i s end s a e, he wo k low managemen sys em akes o e and igge s he
nex ask acco ding o he unde lying p ocess (wo k low) model. Rele an esou ces
a e iden i ied using ole esolu ion whe e he mos adequa e s a is selec ed based on
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Business p ocess managemen in he age o AI – h ee essen ial d i s
c i e ia such as quali ica ion, p e ious expe iences (e.g., wi h he case o cus ome ),
and a ailabili y. This mean ha human use s no longe had o ini ia e he subsequen
ask in a business p ocess.
Thi d, and mo e ecen ly, obo ic p ocess au oma ion (RPA) has also allowed o
au oma e he in e ac ions o a use wi h a ask (Syed e al. 2020). By ei he manu-
ally aining o sc een sc aping, he ou ines pe o med and ules ollowed by human
use s a e unde s ood and whe e possible eplica ed by a so wa e obo .
In hese h ee ypes o au oma ion, echnology is aking o e asks om humans
so hese can ocus on alue-adding asks equi ing empa hy and o he human-only
capabili ies (‘ om mundane o humane’). Au oma ed p ocesses a e conduc ed as e ,
ins an ly, and cos -e ec i ely, a leas in e ms o hei a iable cos s.
A speci ic ea u e o p ocess au oma ion is ha i has been designed, es ed and
op imised by humans. Machines asked wi h au oma ion a e p og ammed so ha he
ou comes a e p ecisely as p edic ed and acco ding o de ined ules (e.g., a wo k low
managemen sys em will ou e wo k acco ding o he de ined esou ce alloca ion
s a egy).
The ou h and nex s age o he deploymen o echnology o business p ocesses,
howe e , is dis inc om hese i s h ee ypes. Enabled by, bu no depending on
a i icial in elligence, i is now possible o delega e decisions, o , mo e b oadly, he
go e nance o a p ocess o machines. This means, machines, and no jus humans,
can make a decision and also change decision making p ocesses. Fo example, an
au onomous BPM sys em migh iden i y addi ional e en s ha ma e as pa o a
p ocess execu ion ( e y much like how AI in medical imaging has iden i ied p e i-
ously unknown symp oms as pa o a diagnosis). Whe e humans a e cons ained in
hei selec ion o da ase s ha ma e in he con ex o a business ule, a obo could
scan and assess a b oade se o con ex ual da a o hei impac on a business p o-
cess. This could, o example, include e alua ing a ious company-ex e nal a iables
(e.g., wea he , holidays, es i als) in e ms o hei co ela ion wi h he demand o
he p ocess. I could also lead o e ised esou ce alloca ion ules due o iden i ied
new co ela ions be ween esou ces and p ocess pe o mance, o including addi ional
ex e nal e en s (e.g., sen imen analysis) in he con igu a ion o a campaign p o-
cesses, o example.
We de ine p ocess au onomiza ion as he empowe men o a business p ocess o
make decisions in ligh o de ined goals and cons ain s. These decisions could ela e
o e en s, con ol low, da a, du a ion, and esou ces in ol ed.
Figu e 2 summa ises hese ou s ages leading om au oma ion o au onomiza ion.
Au onomous decisions can be si ua ional and case-cons ained (e.g., a speci ic
cus ome o de is assigned a highe p io i y because he cus ome also jus submi ed
a e y la ge eques - o -quo a ion), o s uc u al and wi h his apply o all subsequen
cases (e.g., an addi ional decision poin is inse ed in o he p ocess o enable a mo e
adequa e esou ce alloca ion).
Au onomous p ocesses a e e y dis inc o au oma ed p ocesses. Whe eas he la -
e a e e icien o ms o a i ing a a desi ed and p edic able ou come, au onomous
p ocesses a e no p edic able. Bo h in e ms o he eme ging p ocess model and in he
p ocess ou come, hey a e sensi i e and adap able.
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M. Rosemann e al.
Thus, he nex gene a ion o BPM needs o in es academic and p o essional band-
wid h in be e unde s anding and concep ualizing au onomiza ion as a new p ocess
capabili y. Rela ed esea ch, o example, could be dedica ed o.
●De eloping a axonomy o p ocess au onomiza ion.
●De ine ex ensions o p ocess modelling languages o desc ibe p ocess au nomiza-
ion in an a las semi- o mal no a ion.
●C ea e p ocedu e models o p ocess analys s o decide on he adequa e le el and
o m o p ocess au onomiza ion.
●Explo e he no ion o esponsible au onomiza ion.
Hence, we conclude:
Nex gene a ion BPM is cha ac e ized by a d i om an au oma ion o an
au onomiza ion logic, whe e machines will ake o e an inc easing pa o p ocess
go e nance.
6 F om simpli ica ion o sophis ica ion
A ypical o-be p ocess looks much simple han he co esponding as-is p ocess as
i ends o ha e less e-wo k, less a ian s, less app o al s eps, less pape - ela ed
ac i i ies (e.g., p in ing, copying, iling) and o e all less non- alue adding asks.
Simpli ied p ocesses a e easie o manage and go e n, and ha e educed cos s o
p ocess execu ion. The skills o achie e p ocess simpli ica ion a e eadily a ail-
able as p ocess analys s a e ained in he me hods and echniques ha help hem o
iden i y end elimina e cos -d i ing p ocess complexi ies. This includes in pa icula
ac i i y-based cos ing and i s embedded iden i ica ion o p ocess cos d i e s. In ac ,
many o ganiza ions ha e made he ‘one p ocess’ no ion (e.g., one claims engine a
an Aus alian insu ance company) he main man a o hei o ganiza ion-wide BPM
ini ia i es. The e o e, p ocess simpli ica ion is o en seen as a p oxy o p ocess
Fig. 2 F om au oma ion o au onomiza ion
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