Szczegóły publikacji
Opis bibliograficzny
From process drift to shared ownership in a BPM case study of presales transformation in an it consulting SME / Maksymilian Surdziel, Katarzyna GDOWSKA // Przedsiębiorstwo we Współczesnej Gospodarce Teoria i Praktyka = Research on Enterprise in Modern Economy Theory and Practice ; ISSN 2084-6495 . — 2026 — vol. 1 no. 42, s. 5–20. — Bibliogr. s. 19–20, Abstr. — Publikacja dostępna online od: 2026-04-30
Autorzy (2)
Słowa kluczowe
Dane bibliometryczne
| ID BaDAP | 167682 |
|---|---|
| Data dodania do BaDAP | 2026-05-25 |
| Tekst źródłowy | URL |
| DOI | 10.19253/reme.2026.01.001 |
| Rok publikacji | 2026 |
| Typ publikacji | artykuł w czasopiśmie |
| Otwarty dostęp |  |
| Creative Commons | |
| Czasopismo/seria | Przedsiębiorstwo we Współczesnej Gospodarce Teoria i Praktyka = Research on Enterprise in Modern Economy Theory and Practice |
Abstract
Background and Objective: Business Process Management (BPM) research has predominantly focused on large organisations, while its adoption in small and medium-sized enterprises (SMEs) remains underexplored. Many SMEs in IT consulting operate with informal, drift-prone processes that limit coordination, transparency, and scalability. This study examines how lightweight BPM interventions can stabilise a presales process in a low-maturity SME, with particular attention to organisational dynamics such as resistance, adaptation, and the emergence of shared process ownership. Study Design/Materials and Methods: An explanatory single-case study was conducted in a medium-sized Polish IT consulting firm, following the full BPM lifecycle: process identification, discovery, analysis, redesign, implementation, and monitoring. Empirical data were collected through 12 semi-structured interviews and two cross-departmental workshops involving the Sales, Technical, Finance, and Delivery Center teams. The as-is process was modelled in ARIS using BPMN 2.0, while value stream mapping and root cause analysis were applied to diagnose inefficiencies. In the absence of prior performance data, baseline presales KPIs were estimated through data triangulation. Results: The intervention resulted in the establishment of a dedicated Presales Department, more explicit role definitions, and the systematic early involvement of technical expertise. Lightweight BPM artifacts—including BPMN-based process models, Project Barrier forms, and Win/Loss Analysis forms—supported coordination, learning, and monitoring. Baseline performance indicators were formalised, revealing a win rate of approximately 25%, an average response time of 14 days, and an average margin of 25%, with targets set at ≥35% and ≤10 days, respectively. Early outcomes indicate reduced process drift, improved cross-functional collaboration, and increased managerial visibility. Practical Implications and Conclusion: The study demonstrates that even in low-maturity SME contexts, incremental, lightweight BPM practices can yield meaningful structural and cultural improvements without advanced technologies. By clarifying ownership, enabling basic measurement, and fostering shared responsibility, BPM can serve as a pragmatic pathway for SMEs seeking to stabilise core processes and build readiness for continuous improvement.
