Change-driven process management: exploring a new process paradigm adaptable to societal changes

Purpose Process management principles are challenging owing to the increasing need for sustainable operations. The demand for rapid deliveries implies accelerated changes and increased flexibility. Therefore, this study aims to facilitate process improvements based on change-driven needs. Design/methodology/approach The research is conducted using holistic multiple case studies of eight Swedish organisations (with employees from Sweden, France and Germany), representing the automotive, energy, medical technology, healthcare, telecom and social services sectors. Findings A process management model with four change-driven phases is presented. The model fulfils demands for both speed and quality in process changes, providing specific guidance on working methods for (1) control and stability, (2) creativity and stability, (3) creativity and change and (4) control and change. Research limitations/implications This research is limited to eight organisations in Sweden, France, and Germany that participate in the automotive, energy, medical technology, healthcare, telecom and social services sectors. Future research should explore broader international contexts. Practical implications The proposed model helps decision-makers adapt process management to evolving business and operational needs; thus, leaders can make grounded decisions on when and how to change operations based on changing internal and external requirements. Originality/value This study challenges the current process management paradigm with new knowledge of how process management can be adapted to new business opportunities.