Innov8BPM-2025: Managing Process Innovation in the Era of Digital Transformation
in conjunction with the
International Conference on Business Process Management - BPM 2025
in Seville, Spain, September 1-5, 2025
in conjunction with the
International Conference on Business Process Management - BPM 2025
in Seville, Spain, September 1-5, 2025
Jan vom Brocke, pioneer of IS & BPM research, director of ERCIS and the new President of the Association for Information Systems (AIS), will be our keynote speaker! And we are accepting paper submissions until 13 June!
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In the era of digital transformation and innovation, business process management (BPM) as a field needs to adapt to new topics and themes. This workshop addresses the necessary advancements in the BPM discipline for managing process innovation and creating business value in today’s dynamic environment. Organizations are undergoing a rapid transformation fueled by the pervasive diffusion of digital technologies. The opportunities brought by digital technologies push organizations to make fundamental changes in their business processes. This evolving digital landscape is thus challenging the role of BPM. The traditional role of BPM, centered around structuring and optimizing operational processes, may not fully capitalize on the opportunities presented by digitalization. BPM should also facilitate the exploration of new possibilities in adapting to the dynamic nature of digital innovation and transformation.
To leverage the opportunities of digitalization, organizations need to undergo revolutionary changes through digital transformation. In this transformation, organizations fundamentally change their business models and value propositions. Iconic examples of this shift abound, with disruptive IT-enabled initiatives such as Netflix, Uber, Airbnb, Tesla, and the like emerging to reshape traditional markets by harnessing the power of digital technologies. The change is not limited to only enhancing the offerings through software and data but also to making the transition from selling products to creating IT-enabled services. This transition is often driven by the evolving expectations of consumers for personalized and end-to-end services, the potential for recurring revenue models, competitive advantages associated with providing innovative, technology-driven services, and increasing pressure and request for environmental sustainability. Researchers and practitioners must rethink the role of BPM in managing process innovations to leverage digital transformation with a broader perspective covering strategies, business models, and new offerings through digital technologies.
While most companies are going through digital transformation, few manage to reap the benefits from such transformations, while many struggle to create, communicate, capture, and demonstrate the business value of these initiatives. Recent technological innovations incorporated in BPM (AI, Big Data, Internet of Things), new organizational forms (business and digital ecosystems), as well as the new logics that underline BPM in the context of digital transformation, together, create new avenues for business value creation. BPM should facilitate business value creation through digital transformation and process innovations. On a theoretical level, a need exists to understand the conceptual underpinnings related to the business value of BPM to better delineate the affordances and explain the phenomena revolving around it. On a practical level, there is a need to understand the practical steps organizations may follow to create and capture value.
This workshop aims to explore the dynamic relations between Digital Transformation and Business Process Management (BPM) for managing process innovation. It also aims to enhance conceptual and practical understanding of the business value of BPM, with a specific emphasis on the managerial aspects of business processes. By questioning and investigating the evolving role of BPM in the digital era, we strive to ensure its continued relevance in practice. Our goal is to advance the understanding of BPM capabilities and investigate the opportunities to create business value necessary for organizations to effectively explore emerging opportunities in digital transformation and address associated challenges.
We seek contributions on a broad range of topics, including but not limited to:
Unpacking the multifaceted role of BPM in fostering and sustaining explorative approaches to process innovation.
Examining the mutual relationship between BPM and digital transformation, discussing how BPM can be redefined for process innovation to embrace a wider organizational perspective.
Showcasing business value creation and capture in BPM through process innovation and digital transformation.
Investigating real-world case studies that showcase the integration of BPM in driving successful digital transformation initiatives.
Exploring the interplay between BPM and evolving business models in the context of digital transformation.
Exploring organizational and competitive value of BPM, including tangible and intangible aspects.
Navigating the complexities of aligning BPM initiatives with overarching organizational goals and digital strategies.
Achieving business value through using data analytics, process mining, robotic process automation, adaptive case management, and other emerging technologies (e.g., AI, IoT) in the context of BPM
Establishing robust governance structures that facilitate effective BPM in the dynamic landscape of digital business.
Identifying and applying innovative (explorative) methods and frameworks for BPM.
Transforming business processes and using digital technologies to reach sustainability goals.
Leveraging emerging digital technologies, platforms, and ecosystems to enhance BPM capabilities and streamline digital processes.
Navigating the aspects of organizational culture, change management, and talent development for successful integration and adaptation to the evolving digital landscape.
The intended audience covers both researchers in the BPM field - particularly those interested in the managerial aspects of BPM - and practitioners who initiate, participate in, lead, or execute digital transformation initiatives. To address diverse audience, we encourage full, short, and experience, and problem statement papers that incorporate case studies, focus groups, Delphi studies, surveys, and employing design science research or action research methodologies.
Workshop papers submission deadline: June 6, 2025 June 13, 2025
Workshop papers notification deadline: July 3, 2025 July 10, 2025
Workshop camera-ready papers deadline: July 11, 2025 July 18, 2025
Workshops: September 1, 2025
Banu Aysolmaz, Eindhoven University of Technology, The Netherlands
Amy Van Looy, Ghent University, Belgium
Oktay Turetken, Eindhoven University of Technology, The Netherlands
Marta Indulska, The University of Queensland, Australia
Flavia Santoro, Inteli, Brazil
Panagiotis Keramidis, Copenhagen Business School and DCR Solutions, Denmark
Tahir Ahmad, Ghent University, Belgium
Marco Comuzzi, Ulsan National Institute of Science and Technology, South Korea
Søren Debois, DCR Solutions, Denmark
Mahendrawathi Er, Institut Teknologi Sepuluh Nopember, Indonesia
Joklan Imelda Camelia Goni, Ghent University, Belgium
Paul Grefen, Eindhoven University of Technology, The Netherlands
Sybren de Kinderen, Eindhoven University of Technology, The Netherlands
Thomas Hildebrandt, University of Copenhagen, Denmark
Rob Kusters, Open University, The Netherlands
Paola Lara Machado, DLL, The Netherlands
Henrik Leopold, Kühne Logistics University, Germany
Morten Marquard, DCR Solutions, Denmark
Jan Mendling, Humboldt-Universität zu Berlin, Germany
Fredrik Milani, University of Tartu, Estonia
Arisa Shollo, Copenhagen Business School, Denmark
Pascal Ravesteijn, HU University of Applied Sciences Utrecht, Netherlands
Peter Trkman, University of Ljubljana, Slovenia
Montijn van de Ven, ASML, The Netherlands
Prospective authors are invited to submit papers for presentation in any of the areas listed above in the form of regular research papers, short papers, experience reports, or problem statements.
We welcome original submissions in English from research and practice in the following categories. (please indicate in the abstract the paper type).
Full Papers: Papers describing concepts and methods in the form of research papers (12-15 pages).
Short Papers: Papers describing concepts and methods in the form of solution proposals or pre-studies (6-11 pages).
Experience Reports: Case studies/case descriptions (6-11 pages).
Problem Statements: Describe a problem that is currently open and shall be discussed and/or researched in the future (6-11 pages).
Papers must be formatted according to Springer’s LNCS formatting guidelines.
Submissions must be original research contributions that have neither been published previously nor submitted to other conferences, workshops, or journals.
Please use Easychair for your submissions by choosing the workshop (last item) in the link: https://easychair.org/conferences/submission_new?a=32133682
Each submission will be reviewed by a minimum of 2 PC members, and rich feedback will be provided.
The paper selection will be based on the relevance of a paper to the main topics listed above and upon its quality and potential to generate relevant discussion.
In order for a paper to appear in the post-proceedings, at least one author has to register and present the paper during the workshop.
All workshop papers will be published by Springer as a post-workshop proceedings volume in the series Lecture Notes in Business Information Processing (LNBIP). These proceedings will be made available to all registered participants approximately four months after the workshops, while preliminary proceedings will be distributed during the workshop.