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Driving Process Innovation: The Application of a Role-Based Governance Model at Lufthansa Technik

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BPM - Driving Innovation in a Digital World

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Abstract

Many stakeholders are involved in process operation and, consequently, also in process improvement and innovation. For the coordination of all stakeholders, an effective governance model with clearly defined roles and tasks can support process-oriented decision-making, which drives improvement and innovation. In this chapter, such a Business Process Management governance model is introduced. The role-based model FAR+ (Framework for Assignment of Responsibilities) provides precise assignment of process accountabilities and responsibilities. In the following, we apply FAR+ to an exemplary process at Lufthansa Technik. Based on this application, we derive implications for research and practice.

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Notes

  1. 1.

    R = role is responsible for an activity, A = role is accountable for an activity, C = role has to be consulted, I = role has to be informed. Particularly, R (role is responsible for a task) and A (role is accountable for a task) are used. C and I are not used in our classification.

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Correspondence to Janina Kettenbohrer .

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Kettenbohrer, J., Kloppenburg, M., Beimborn, D. (2015). Driving Process Innovation: The Application of a Role-Based Governance Model at Lufthansa Technik. In: vom Brocke, J., Schmiedel, T. (eds) BPM - Driving Innovation in a Digital World. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-14430-6_18

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