Based on the ISO/IEC 20000 standard, according to Champy Hammer, a business reengineering agent, “a business process is a set of tasks that requires one or more inputs and creates value for the customer.” According to the OGC (Office Government Commerce) described in ITIL v3 books, it is “a set of tasks aimed at achieving a specific goal.” And finally, according to notation that represents a definition according to ISO/IEC 9000: “A business process is a collection of interrelated resources and tasks that transform inputs into outputs.” In other words, these resources could be personnel, facilities, machinery, technology, and methodology.
Process-oriented management
Process-oriented management will require cultural changes, as its control will involve a change in individual behavior. For example, an employee who has always worked in their department, reporting their responsibilities, goals, and problems to their manager. And now, in the case of a process-oriented format, their former boss will continue to have their management and leadership role. However, they will no longer be responsible for the outcome of a process in effect. Let’s imagine in this case that another person is chosen as the owner of the business process. This does not mean that this person will have other new bosses, managers, coordinators, and people of lower hierarchical levels than theirs. But rather, their current boss will not be responsible for the process as a whole in this case.
New impact
Another intense impact of this management change is the use of new tools and technology to support process control through indicators, metrics, service level agreements, etc. In addition, applications such as a workflow or approval process, among others. After all, if the information permeates many areas across different departments, domains, and people of different levels and knowledge, the use of sharing mechanisms will also be necessary. All of this, not to mention the transfer and storage of data, information, and knowledge acquired throughout the process activities.
Certainly, much is gained with process-oriented management, especially because there is visibility and predictability of task results in the process. However, this new concept adheres to a subject that is approached with caution. Since it aims to break old paradigms in the way of managing. That is, in processes, and not just in certain areas or sectors within a company’s hierarchical structure.
English 
