The Value of Business Process Innovation Skills

We are living in interesting times with new technologies emerging and transforming how we do work. The Gartner Group introduced the nexus of change in 2012 where we saw the simultaneous growth of cloud computing, big data, social networks and mobile technologies representing an unprecedented change in business operations [Howard et al, 2012]. Now several years later we continue to experience the expansion of personal sensors and other smart devices, bringing in the age of "the Internet of Things" [IoT] (Streibich & Mirchandani , 2013) introducing increased data and the need for analysis (McKendrick, 2016). A new platform has emerged that combines mobile, cloud, social and analytics to drive recommended decisions, tasks and processes while supporting collaboration, bringing customers into the process and extending the process out to the field. As a result, choices must be made about how best to design the work of an organization and how to discover and manage the increased knowledge in the organization. How can this be done? By developing an understanding of organizational business processes enabled by these emerging technologies coupled with the ability to analyze data and integrate knowledge into business processes. Sounds easy, right? If it were easy there would not be a demand for skills in this area today among businesses worldwide!! Business today has become very complex and as such the demand for individuals in the business process innovation discipline remains.

Demand for Business Process Innovation Skills

Organizations need a skilled workforce that understands how to analyze business processes (Antonucci & Goeke, 2011) in addition to understanding this emerging digital platform: model-driven for agility, instrumented for measurement, open for varied deployment choices, and designed for broad collaboration across business and IT. And, of course, organizations worldwide continue to focus on methods to be more efficient and effective, striving to do more for less! This is a tall order for any organization to do in these interesting times! More than ever these organizations need a skilled workforce that understands the organization’s business processes, knows how to discover knowledge, understands how to manage business intelligence and determine how to integrate technologies with business strategies and operations in order to help the organization be competitive. Widener University’s online Master of Business Administration with a concentration in Business Process Innovation can prepare you for advanced roles within these organizations. 

Business Process Management Gaps

A business process innovation (BPI) practice assists these business transformation needs of today’s organizations. BPI is based on methods from business process management (BPM), knowledge management (KM), and business analytics. While the discipline of BPM has been in existence for several years (Goeke & Antonucci, 2013), the development of a continuous process improvement approach that includes both depth and breadth of process understanding, deployment, analysis, management and governance remains in demand. Many organizations have the knowledge of what BPM is but lack the skills of how to ‘do’ BPM. In fact, many organizations have a disparity of expectations and understanding of what BPM is within the organization. Why is this happening? Several organizations remain siloed where the organization operates in functional pockets of isolation. In this environment, individual departments or functions may be operating at a very efficient level however the contributions of that department or function is not understood or measured across the higher level end-to-end process of the organization.  As a result, these organizations do not consider the ‘white-spaces’ in a process (Rummler & Brache, 1995) where most of the return on investment opportunities lie. This holistic analysis approach is a focus of business process innovation.  Understanding how to develop a BPM discipline across the organization in addition to the ability to manage knowledge and analyze data within organizational processes is in high demand in today’s organizations.

If you would like to learn more about Business Process Innovation and how having this knowledge and skillset can advance your career contact a program manager at 844-386-7321 or request more information

About the Author

Yvonne Lederer Antonucci, Ph.D, is a full professor in the School of Business at Widener University in Chester Pennsylvania U.S.A. where she is also the SAP university alliance coordinator and the Business Process Innovation Center of Excellence Director. Her teaching areas are primarily in Business Process Management, Process Analysis and design, and Enterprise Systems of which she has won several awards for innovation and excellence.  She has received several grants and has published in numerous international journals and conferences in the area of business process management (BPM), information technology outsourcing, inter-organizational collaboration methods, and enterprise systems, and has been a frequent invited speaker to various international BPM industry events. Yvonne also serves on the North American SAP University Alliance Board and is one of the Philadelphia ABPMP (Association of Business Process Management Professionals) chapter founder, continuing her service as a board member. In addition she served on the National ABPMP Education Board where she helped develop BPM curriculum standards and contributed to the first release of the Common Body of Knowledge for BPM. Her current research projects include analysis of synergies between digitalization and BPM, analysis of BPM Skills, and the adoption of VPNs within SMB. Yvonne holds a Ph.D. in information sciences from Drexel University and a master’s degree in Management Science/Industrial Engineering from Lehigh University.


Antonucci, Y.L., and Goeke, R.J. (2011). "Identification of Appropriate Responsibilities and Positions for Business Process Management Success: Seeking a Valid and Reliable Framework", Business Process Management Journal, Volume 17 Issue: 1, pp. 127-146.

Goeke, R. J., and Antonucci, Y. L. (2013). Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?. Information Resources Management Journal (IRMJ), 26(2), 43-63.
Howard, C., D. C. Plummer, Y. Genovese, J. Mann, D. A. Willis and D. M. Smith. (2012) The Nexus of Forces: Social, Mobile, Cloud and Information”. Gartner Research Note, 14 June 2012.

McKendrick, J. (2016). 9 Trends to Watch in the Growing Big Data Market, Big Data Quarterly, February 16.

Rummler, G., and Brache, A. (1995). Improving performance: How to manage the white space on the organization chart (2nd ed.). San Francisco: Jossey-Bass

Streibich, K., & Mirchandani, V. (2013). The digital enterprise: The moves and motives of the digital leaders. Darmstadt: Software AG.