The document "Strategy archetypes for digital transformation: Defining meta objectives using business

process management" explores how companies use Business Process Management (BPM) to implement
digital transformation. Here is a summary of the key points:

1. *Digital Transformation Challenges*:

- Digital transformation is crucial but many companies, especially SMEs, struggle due to limited
resources and expertise.

- The study examines how five companies (LEGO, SAP, Allianz Global Corporate and Specialty SE, 1&1,
and Taifun-Tofu GmbH) approach digital transformation using BPM.

2. *Six Requirements for Digital Transformation*:

- The authors identify six requirements for successful digital transformation: digital strategy, agility,
digital expertise, IT innovation, collaboration, and openness.

3. *Role of BPM*:

- BPM is critical for digital transformation, helping companies align their strategies, improve processes,
and foster a culture of continuous improvement.

- BPM capabilities are mapped to the six requirements using the Six Core Elements of BPM framework:
strategic alignment, governance, methods, IT, people, and culture.

4. *Case Studies and Findings*:

- The study includes qualitative interviews with experts from the five companies to understand their
digital transformation strategies.

- Each company used BPM to address digital transformation in unique ways, focusing on automation,
standardization, and employee engagement.

5. *Three Strategy Archetypes*:

- Based on the findings, the authors propose three strategy archetypes as blueprints for companies to
implement digital transformation:

1. *Process Optimizers*: Focus on improving existing processes.

2. *Customer-Centric Innovators*: Prioritize customer experience and innovation.

3. *Operational Excellence Achievers*: Aim for high responsiveness and efficiency.

6. *Recommendations*:

- The paper provides 17 recommendations for companies to adapt according to their meta objectives in
digital transformation.

The document emphasizes the importance of a clear digital strategy, the role of BPM in facilitating digital
transformation, and the need for adaptability and collaboration within organizations. The proposed
strategy archetypes serve as practical guides for companies embarking on their digital transformation
journeys.

The document titled "Is Business Process Management (BPM) Ready for Ambidexterity?
Conceptualization, Implementation Guidelines and Research Agenda" by Tomasz Helbin and Amy Van
Looy explores the concept of BPM ambidexterity. Here is a summary of the key points:

1. *Concept of BPM Ambidexterity*:

- BPM ambidexterity involves the ability of organizations to balance explorative (innovation-focused)

and exploitative (efficiency-focused) processes.

- This balance is crucial for maintaining operational excellence while adapting to disruptive changes in
the business environment.

2. *Importance of Ambidexterity*:

- Digital innovation driven by SMACIT (Social, Mobile, Analytics, Cloud, and Internet of Things)
technologies is transforming business models and processes.

- BPM must integrate both radical innovation and process efficiency to remain relevant in this changing
landscape.

3. *Systematic Literature Review (SLR)*:

- The study conducted an SLR to assess the current state of research on BPM ambidexterity.

- The review aimed to provide a common conceptualization of BPM ambidexterity and consolidate
guidelines for implementation.

4. *Theoretical Background*:
 - Organizational ambidexterity (OA) is defined as the ability to both explore new opportunities and
exploit existing capabilities.

- BPM, traditionally focused on process optimization, needs to expand to include disruptive innovation.

5. *Implementation Guidelines*:

- The study provides a dual conceptualization focusing on the balance between explorative and
exploitative processes and the organizational capability to support both.

- It offers consolidated guidelines for practitioners on implementing BPM ambidexterity, emphasizing

decision steps and strategic alignment.

6. *Research Agenda*:

- Identifies major research gaps, including the need for better conceptualization of BPM ambidexterity
and more detailed implementation guidelines.

- Proposes a research agenda to advance understanding and application of BPM ambidexterity.

7. *Practical Implications*:

- The findings are beneficial for both scholars and practitioners.

- They provide a framework for organizations to enhance their BPM practices by integrating
ambidextrous capabilities.

In essence, the document emphasizes the need for BPM to evolve beyond mere process optimization to
embrace innovation and adaptability, providing a comprehensive framework and guidelines for achieving
this balance.

The document identifies and analyzes significant problems in the field of Business Process Management
(BPM), aiming to inspire researchers and promote collaboration between academia and industry. The
problems were gathered through the first International Workshop on BPM Problems to Solve before We
Die, which attracted 25 submissions from global research teams. Nine papers were selected for
discussion, involving over 50 scholars from diverse backgrounds.

### Key Problems Identified

1. *BPM-driven Value Creation from Data*: The shift towards data-driven business processes faces socio-
technical barriers that hinder value creation from the data deluge and technological advances.

2. *Expansive BPM*: Organizations often manage process fragments rather than holistic BPM
approaches, a challenge highlighted during the COVID-19 pandemic when ad-hoc, uncoordinated
process changes were prevalent.

3. *Automated Process (Re-)Design*: Despite trends in hyperautomation, process (re-)design remains

largely manual and complex, requiring creative and socio-technical considerations that complicate
automation.

4. *Constructing Digital Twins*: Frequent changes in business processes, both organic and planned,
present challenges in maintaining accurate digital twins to reflect interventions like task reordering or
resource changes.

5. *Lack of Objectivity in Process Descriptions*: Current methods and tools for process modeling fail to
provide objective guidance, affecting process design, documentation, analysis, and automation.

### Towards Fixing the Problems

The document also discusses the potential solutions and implications of addressing these problems:

- Solutions require a balance between automation and human involvement, recognizing that not all
issues can be resolved through automation alone.

- Some problems necessitate organizational changes rather than purely research-driven solutions.

- The complexity, abstraction levels, and contextual aspects of problems vary, influencing the approach
needed for solutions.

- The importance of problems varies across different phases of the process life-cycle (design, execute,
monitor, optimize), with design, monitor, and optimize phases being more critical overall compared to
the execute phase.

In conclusion, solving these problems could lead to significant advancements in BPM, fostering more
effective collaboration between academia and industry, and driving innovation in business process
management
The documents you've provided discuss various aspects of Business Process Management (BPM) and its
interaction with digital innovation (DI), offering research insights and practical guidelines. Here's a
summary of the key points from the documents:

### Section 5: Promising Research Avenues and Practical Guidelines

1. *BPM-DI Trends and Recommendations:*

- The documents extend the seven BPM-DI trends identified by Van Looy and Poels, incorporating
insights from Information Systems (IS) and managerial studies.

- Organizations are encouraged to balance traditional BPM with more explorative approaches to
achieve ambidexterity.

- Emerging technologies like artificial intelligence, Internet of Things (IoT), and blockchain can
significantly enhance business processes if properly managed in terms of learning, development, and
cultural acceptance.

2. *Practical Guidelines:*

- *Technical Guidelines:*

- Utilize blockchain for customer interactions to increase product traceability and trust.

- Develop online service platforms for enhanced customization and flexibility.

- Combine IoT and big data for real-time guidance, especially in healthcare for better patient
treatment.

- *Ambidexterity Guidelines:*

- Balance explorative and exploitative business processes, avoiding unnecessary investments in

exploitative BPM when requirements are rapidly changing.

- Promote dynamic capabilities and a data-driven approach for measuring performance.

- Apply Kaizen principles for continuous process improvement.

- *Learning Guidelines:*

- Foster a learning culture within the organization, emphasizing operational intelligence and cognitive
approaches over purely objective methods.
 - Encourage collaboration among academia, industry, and government (Triple Helix) to support
knowledge-intensive BPM.

3. *Future Recommendations for BPM Practitioners:*

- To support digital innovation, organizations should invest in agile BPM practices and create an
organizational learning atmosphere.

- Practical guidelines suggest using advanced technologies and methods to improve business process
capabilities while managing cultural and knowledge aspects effectively.

### Section 6: Conclusion

- Emerging technologies and digital innovations necessitate a rethinking and streamlining of BPM to
achieve faster and smarter task execution.

- BPM combined with digital innovations can transform customer value propositions, leading to strategic
alignment between organizational policies and BPM characteristics.

- The study identifies uncovered research avenues and provides a comprehensive sample of over 200
papers on BPM and DI co-evolution.

- Calls for research and action are presented to guide BPM researchers and practitioners, emphasizing
the importance of technology transformation decisions.

### Research Limitations

- The study acknowledges limitations typical of Systematic Literature Review (SLR) methodologies, such
as database selection and qualitative theme coding.

- Future research is suggested to extend findings using case studies and quantitative analyses to validate
themes in an ambidextrous BPM environment.

Overall, the documents highlight the importance of integrating emerging technologies into BPM
practices to enhance organizational capabilities and suggest practical steps for BPM practitioners to
achieve this integration effectively. The research calls for a balanced approach to explorative and
exploitative BPM to foster innovation and agility in business processes.
Critically evaluate the above 04 research papers and prepare a report with 2000 words on future
directions for Business Process Management.