CONCEPTUAL BASIS OF BUSINESS PROCESS MANAGEMENT OF ENTERPRISES

Abstract

The article is devoted to researching of the conceptual foundations of business process management within a dynamic business environment. The work substantiates the relevance of the process approach as a fundamental tool for transforming management systems, enabling the achievement of high operational excellence, ensuring the precise alignment of managerial decisions, and maximizing the efficiency of limited resource allocation. The key evolutionary stages of scientific perspectives on process management – from Total Quality Management (TQM) and Business Process Reengineering (BPR) to the contemporary intelligent paradigm of Business Process Management (BPM) are systematised by the author. It is demonstrated that this evolution reflects a transition from functional hierarchies to flexible, adaptive systems capable of self-regeneration under conditions of market uncertainty. Special attention is devoted to revealing the essence of the business process as a fundamental mechanism for generating added value and creating target value for the end consumer. A significant emphasis of the article is placed on detailing the business process management lifecycle concept. This cycle is interpreted as a regulatory mechanism that guarantees the continuity of managerial influence and robust feedback at every iteration: from identification and graphical modeling to in-depth analysis, reengineering, and systemic performance monitoring. The article presents a comparative analysis and proves the complementarity of various BPM types: system-centric, human-centric, and document-centric. It is argued that only a synthesis of these approaches allows for the integration of both the technological aspects of automation and the role of human capital in knowledge-intensive processes. The scientific novelty of the research lies in the development and theoretical substantiation of an original conceptual model of business process management. The model is based on a three-dimensional integration: a comprehensive typology of processes (core, support, development, and management), a clear hierarchy of management levels (strategic, tactical, and operational), and the implementation of the “process owner” institute. Such a demarcation of responsibility, combined with vertical and horizontal coordination, ensures high management transparency. The implementation of the proposed model ensures transparency in decision-making, the minimization of cross-functional gaps, and the formation of sustainable competitive advantages for the enterprise in a dynamic business environment are justified.