We can say that a business process is a set of structured and interrelated activities that, when well implemented, will achieve an organizational goal.

But processes do not walk alone on any path outlined in a random space and time. Processes are pushed and pulled by people along with their faults and their virtues.

They are above all created by people and for people and require careful management even when they are not run by people.

Business Process Management is a systematic approach that enables the flows of an organization to be more effective and more efficient while ensuring, in an environment of constant change, the adaptability required to achieve some objectives previously established.

These processes should be created or improved with the participation of all parties concerned and involved in the process.

One of the objectives of a business process is to reduce human error and communication failures so the need to promote the focus of all stakeholders on a good performance of their roles is a matter of the utmost importance.

When we talk about performing roles in an organization, we must not forget:

– A role in a business process defines a set of rights and obligations for some people.

– People have different interests according to the position they have in the functional structure of the organization.

– The different actors in the creation of business process have different motivations to engage with the results.

– To keep the focus on excellence performance is a difficult attitude to take on throughout the process.

– People have creative potential but not all are competent in creating value.


We know that people and their creativity play a key role in business processes as organizations look for high levels of competitiveness through continuous improvement and innovation.

However, often the enthusiasm and impulsiveness of some collaborators may require wisdom in managing creative risks. Being creative is being original and presenting new solutions, which can lead to undesirable consequences for the desired performance of excellence when it comes to business processes.

Maintain control of the process, which is also not losing control of time or losing budgetary control, is only possible if we are aware of the consequences of the creative changes that we intend to implement.

The processes are part of a larger and more complex system within an organization.

The performance of excellent of the organization requires constant attention to the quality of products and services delivered to the customer, which in any way a creative initiative can neglect.

Do not forget that the organizations and the environment where they develop their activity are an inexhaustible source of constraints (financial, technical, procedures, laws, etc.) and that despite being natural engines of creativity must be observed.

In this regard, it is useful to mitigate the creative risks with iterations of process review and at the same time maintain the levels of intrinsic motivation of the employees suitable to obtain results with quality.

Teresa Amabile said, “The intrinsically motivated state is conducive to creativity, whereas the extrinsically motivated state is detrimental.”

So, it is legitimate to think that this way is possible when the understanding of the importance of creativity in the development of processes is a reality, but that we can only live if there is an active flow of information that facilitates good relations and communication between stakeholders.

… ” We can find many examples where enterprises unintentionally reduced or even killed creativity and innovation for the sake of control, performance, and cost reduction. …

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