Who prescribes work will receive only work. Who does work on the subject of labour relations, is however only work. Who deals with goals and requires the necessary competence in the people or promotes, will receive most even results. One is certain in any case, a man in this system can materialize is far better and develop and will certainly far more liking to ensure this goal – and responsibility-oriented system for value creation. Processes are so not alone valid rules and regulations where legality can be dictated by work and performance and processes are not purely functional instrument for steering and control of a company. The man plays the essential role in the system. Trends of modern process systems and process cultures a modern and conscious creation-oriented process management tries to follow all current trends towards maximum automation. Many trendy approaches call for today consistent implementation of electronic process control through workflows, complex interconnected solutions and highly complex management disciplines, such as business intelligence, business impact management, BPO, BPR, or lean management, to optimize value creation.
The success of such activities, it is so complicated and probably too expensive, so not to question. No doubt the one or other process can thus improve. Also, the one or other business will run better. But this is so the last mile on the way to a desirable corporate performance. Necessary or desired quantum leaps and significant improvements, but will not reach the company thus. Value creation significantly optimize – with a value-oriented approach, a responsibility-oriented litigation culture fundamentally defined by five factors: 1 responsibility promote and not work rules – is reasonably economical and thus regulates only those things that either necessarily considered must be or never done be allowed. No more but also no less; 2. Top down – processes are always aligned with corporate objectives, corporate value and in the integration of all processes in the system; 3.