Conceptualizing a framework to manage the short head and long tail of business processes

Abstract

Naturally limited by resource constraints, most business process management (BPM) initiatives can only improve a few processes at a time. Prioritized based on their importance, feasibility, and dysfunctionality, these processes form the short head of an enterprise’s process distribution. Beyond that, a long tail of processes contains a large amount of unmanaged yet imperfect processes. Due to a lack of scope and complexity, established BPM approaches can hardly support enterprises in realizing improvement potentials for these processes. In this research, we draw upon the theory of the long tail of business processes and upon insights from multiple case studies to conceptualize a management framework for hybrid BPM initiatives. The framework addresses organizational and technological requirements for the management of the BPM initiative as well as for the management of individual processes. In summary, we suggest that enterprises must manage their most important processes centrally, while improving others at their place of execution. Technology can provide the means for communication and collaboration and aligns both initiatives.