Co-creation has mostly been studied in the context of a single firm and in dyadic relationships, but much less in environments with multiple parties. In this article, we focus on open IT-based co-creation - a phenomenon at the intersection of co-creation, open innovation, and platform literature - and the organizational capabilities required to get the most out of it. We do this by investigating the revelatory case of a public employment service that opened internal IT services through co-creation with external organizations. Based on an embedded case study, we aim to explore the capabilities that help public services and their partners to be successful at open IT-based co-creation. In this research in progress, we focus primarily on the research design and already share some preliminary results.
PurposeThe purpose of this paper is to support the application of a combined BPM (business process management)/SOA (service‐oriented architecture) approach and contribute to the body of knowledge on the business value of SOA.Design/methodology/approachThis case study highlights the promising results of a process reengineering project at Belgacom Mobile, Belgium's largest mobile telecommunications operator. The reengineering effort centered around a key automation pillar involving in particular the optimization of the SIM card ordering process. SOA principles were applied to ensure both the flexibility of the redesigned process and its capability of dealing with newly emerging SIM card types. This case demonstrates the potential benefits of combining BPM and SOA concepts to establish IT‐enabled process innovation.FindingsIn terms of performance improvement, the studied project resulted in: increased process flexibility and consistency, considerably shorter lead times, and enhanced process control.Research limitations/implicationsThe findings from this case study present useful insights for other companies trying to reap the benefits of combined BPM and SOA. However, the single case study approach presents some limitations to the generalizability of the proposed learning points and concepts. Some case specific features such as the sector or company size might influence the generalizability. Nevertheless, the paper rather intends to trigger conceptual thinking about IT‐enabled process innovation and an architectural approach.Originality/valueThe added value of this project, which contributes to the general understanding of SOA potential for BPM, lies in its innovative approach, whereby product and process are separated by means of production process ID creation. The redesign approach thus provides a sustainable answer to the ever shortening life cycle of products and technologies. In particular process practitioners will find value in reading the learning points from this paper.
This book presents a series of twelve short interviews with inspiring practitioners and academics sharing insights in the world of process and transformation. The interviews tackle issues and questions about the future of Business Process Management (BPM), the impact of emerging technologies and customer centricity. It focuses on the pitfalls in BPM implementations as well as cultural aspects and many more specific views. With the insights and experiences of leading experts, the book provides a basis for the reader to achieve the next level of business process excellence, a discipline that holds potential for both practice and research
This book presents a series of twelve short interviews with inspiring practitioners and academics sharing insights in the world of process and transformation. The interviews tackle issues and questions about the future of Business Process Management (BPM), the impact of emerging technologies and customer centricity. It focusses the pitfalls in BPM implementations as well as cultural aspects and many more specific views. With the insights and experiences of leading experts the book provides a basis for the reader to achieve the next level of business process excellence, a discipline that holds potential for both practice and research.
Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers' processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner.
Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach.
Findings – The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers' internal processes into the scope of improvement.
Research limitations/implications – The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality.
Practical implications – The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers' processes. In this way BPM can be implemented in a truly customer-oriented way.
Originality/value – This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
