Processes are an inherent element of any technical, social or organisational system: they are present in every organisation, regardless of its type, size or operations. Processes are defined as sets of interrelated activities that transform inputs into outputs. Additionally, processes are important from an internal point of view (e.g. being necessary to coordinate the performed tasks, allocate resources or improve these activities). They are also crucial for external operations (e.g. directing the performed activities towards the requirements of external customers or facilitating the functioning of the organisation in a highly unstable environment). The orientation towards processes, depending on the theoretical framework applied, may be reflected in the implementation of concepts such as the Process Approach, Business Process Management or Business Process Orientation. In turn, the degree of advancement in the implementation of these theoretical models is reflected in the notion of Business Process Maturity. Business Process Maturity can be defined as the degree of explicit definition, management, measurement, control and effectiveness of organisational processes (W. Humphrey) or their ability to systematically provide better business results (McCormack and Johnson). Furthermore, Business Process Maturity is operationalised in Business Process Maturity Models, which were designed to be implemented by companies to shift business process management from an “as-is” state, where processes are undefined and underperforming, to a desired “to-be” state, in which processes are continuously improved. The strategic orientation of business processes is indicated as one of the sources of competitive advantage and perceived by companies as a key factor in market success. Therefore, apart from focusing on the development and implementation of processes, enterprises also strive to improve their performance and both financial and non-financial results.

This book is included in DOAB.