It is often said that process management is “a way to operate and manage a business” (Hammer, 2002). While business processes define the firm’s day-to-day operations in customer value creation, they must be designed to fit with the firm’s strategy. We recapitulate below the Kaplan-Norton (2004) strategy map framework described in Chapter 2 to put business processes (and their management) in strategic context, as depicted in Figure 1.
Strategic alignment of people, process, system, and organization