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Konsekwencje dynamic BPM

100%

Szelągowski M.

e-mentor

2014

issue 4 (56)

61-68

The article presents the original process perspective on organizations in terms of their approach to knowledge management and use of intellectual capital. The purpose of this article is to propose solutions to the problems of large organizations resulting from too much heaviness in adapting to changing customer requirements. The article analyzes the effects of enlargement on the traditional business process management in accordance with the concept of dynamic BPM, such as better use of intellectual capital, a radical increase of flexibility, continuous development of the knowledge that can be used in practice as well as the continuous sharing of knowledge. Using IT tools and technologies such as BPM, ACM, Process Mining and Social BPM for practical implementation of dynamic BPM, organizations achieve a significant improvement of the efficiency of current operations and the ability to build a sustainable competitive advantage. The article emphasizes the fact that the basis of the concept and success of dynamic BPM is not IT technology. IT systems can facilitate the work, but they cannot provide creativity nor flexibility of the work. The basis is to enable the operation of the whole intellectual capital of the company, working and sharing of knowledge in the implementation of the process for the clients.

Becoming a Learning Organization Through Dynamic Business Process Management

58%

Szelągowski M.

Journal of Entrepreneurship, Management and Innovation

2014

vol. 10

issue 1

147-166

As customers demand easier access to individualized products and services, companies now face an ongoing problem of how to deliver flexible and innovative solutions while maintaining efficiency and competitiveness. In this environment, the only sustainable form of competitive advantage rests in the ability to learn faster than the competition (de Geus, 1988). The article returns to the somewhat forgotten concept of the learning organization and explores how its principles can be applied with the use of dynamic business process management (dynamic BPM). Enabling in this concept individual or team-based limited experimentation and providing conditions for learning though experience in the course of performing business processes allows for the constant creation of practical knowledge. This article provides examples of how dynamic BPM facilitates the constant creation and verification of practical knowledge, with the aim of improving and adapting processes to maintain the competitive advantage of the organization.

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1 Journal of Entrepreneurship, Management and Innovation

1 e-mentor

2 Szelągowski M.

2 2014

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Konsekwencje dynamic BPM

Becoming a Learning Organization Through Dynamic Business Process Management