Development of basic BPM skills and understanding of IT potentials - instead of concentrating on the development of IT requirements.

Disruptive and innovative thinking with a strong focus on IT - instead of further development of existing processes under the constraints of the ERP system.

Derivation of the expectations from the customer journey – “how does the customer experience the process” - instead of focusing on the output: 'What does the customer get?'

Accompaniment of process digitization throughout the entire lifecycle by ONE team - instead of limiting it to the description of target processes and measures.

Design cross-company process chains and operation in cooperation with partners - instead of focusing on internal processes.

Integrate external digital processes (services) - instead of limiting them to 'on premise' systems.

Retention of secure digital process chains with integration of external partners - instead of manual organizational interfaces.

online tracking of the status at the external partners with event triggering - instead of manual status tracking on a case-by-case basis.

BPM Office focus on method specification, training and support - instead of powerful BPM Office for auditing, control and complete documentation.

Pragmatically regulation of the responsibility for the measurement and reengineering - instead of complete definition of the total responsibility structure for all E2E processes.

Governance of Process architecture and IT architecture together, as simply as possible - instead of managing process architecture in BPM and IT architecture in IT with high perfection.

Understand data as an asset, structure it centrally and expand master data management - instead of neglecting data quality.

Start with the Customer Journey under consideration of current strategic guidelines - instead of demanding strategic goals for each main process from the process owner in management.

Cross-departmental process thinking with clear customer focus is the key to process optimization - and this has always been the case in BPM as well.

Always think processes and IT simultaneously (digital first), derive joint process work - instead of requirements from processes, interpretation in requirements engineering, implementation in IT and then 'have a look at it'.

Control process operation as a unit of manual and digital steps holistically - instead of a separate view of manual steps (FB) and automated steps (IT)

Access to internal processes via the exchange of services with the customer - instead of defining objectives without real integration of customer expectations and with complex target systems.

Fast, comprehensive redesign of small sub-processes (bottom up) - instead of top down procedure - map, main processes E2E, sub-processes.

Agile BPM with overlapping sprints - iterative redesign and implementation - sub-process for sub-process - instead of 'should process design above all', then derivation of the requirements and finally implementation in the waterfall model.

Single Point of Truth for the information on which process is being worked on, across all projects - instead of limiting it to the projects initiated by the BPM Office.

Process operation and IT operation will grow together - instead of IT as a support process for the business.

Real collaboration between employees and learning machines - instead of supporting the standard with IT and handling of special cases by employees.

The digital operation model must be adaptable at least as fast as the manual processes - instead of avoiding and managing changes in the IT system.

Simultaneous, joint elimination of incidents in business and IT - instead of identification of the process disruption in business and solution of the problem in the IT.