“Business process engineering aims to achieve the greatest efficiency possible in terms of business-organizational solutions. Organizational departments, reengineering project teams or even business process owners can be responsible for process engineering. While work schedule development for manufacturing processes might be institutionally allocated to a certain department for years as job preparation, other kinds of business processes are not quite as regimented.”

— August-Wilhelm Scheer

Source: ARIS architecture and reference models for business process management (2000), p. 379.

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August-Wilhelm Scheer 6

German business theorist 1941

Thomas H. Davenport (1954) American academic

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

“A business process is a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. A business process has a goal and is affected by events occurring in the external world or in other processes.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 35

“In business—every business—the bottom line is understanding the process. If you don't understand the process, you'll never reap the rewards of the process.”

Donald J. Trump (1946) 45th President of the United States of America

Trump: How to Get Rich (2004), p. 86
2000s

“There are several world view assumptions present in enterprise engineering. The first assumption is that the enterprise can be viewed as a complex system. This is necessary because systems in organizations are systems of organized complexity. Complexity is the result of the multiplicity and intricacy of man’s interaction with other components of the system. Secondly, the enterprise is to be viewed as a system of processes. These processes are engineered both individually and holistically. The final assumption is the use of engineering rigor in transforming the enterprise. The enterprise engineering paradigm views the enterprise as a complex system of processes that can be engineered to accomplish specific organizational objectives. In the Enterprise Engineering paradigm, the enterprise is viewed as a complex system of processes that can be engineered to accomplish specific organizational objectives.”

Donald H. Liles (1947) American engineer

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 993

“Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 32

“It is time to stop paving the cow paths. Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. We should “reengineer” our businesses: use the power of modern information technology to radically redesign our business processes in order to achieve dramatic improvements in their performance.”

Michael Hammer (1948–2008) American academic

Source: "Reengineering work: don't automate, obliterate," 1990, p. 104

“Reference models can be quite comprehensive, consisting of hundreds or thousands of model objects. This is why various levels of aggregation are used. Reference models provide enterprises with an initial process engineering solution, letting them determine the degree of detail of the model and the business content.”

August-Wilhelm Scheer (1941) German business theorist

Source: ARIS architecture and reference models for business process management (2000), p. 380.

“The presence of an enterprise reference architecture aids an enterprise in its ability to understand its structure and processes. Similar to a computer architecture, the enterprise architecture is comprised of several views. The enterprise architecture should provide activity, organizational, business rule (information), resource, and process views of an organization.”

Donald H. Liles (1947) American engineer

Joseph Sarkis, Adrien Presley and Donald H. Liles (1995) "The management of technology within an enterprise engineering framework." in: Computers & industrial engineering.

“Organizational theories have three origins: Max Weber’s original work on bureaucracies which came to define the theory for sociologists, a line of theory based in business schools that had as its focus, the improvement of management control over the work process, and the industrial organization literature in economics. Unlike many fields in sociology, organizational theory has been a multidisciplinary affair since World War II, and it is difficult to understand its central debates without considering its linkages to business schools and economics departments.”

Neil Fligstein (1951) American sociologist

Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1

“Innovative e-business projects start with a design of the e-business model. We often encounter the view, in research as well as industry practice, that an e-business model is similar to a business process model, and so can be specified using UML activity diagrams or Petri nets. In this paper, we explain why this is a misunderstanding. The root cause is that a business model is not about process but about value exchanged between actors. Failure to make this separation of concerns leads to poor business decision-making and inadequate business requirements.”

Hans van Vliet (1949) Dutch computer scientist

Jaap Gordijn, Hans Akkermans, and Hans Van Vliet. "Business modelling is not process modelling." International Conference on Conceptual Modeling. Springer Berlin Heidelberg, 2000. Abstract

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August-Wilhelm Scheer 6

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