How Organizational Culture Facilitates a Global BPM Project: The Case of Hilti

Jan vom Brocke (), Martin Petry (), Theresa Schmiedel () and Christian Sonnenberg ()
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Jan vom Brocke: University of Liechtenstein
Martin Petry: Hilti Corporation
Theresa Schmiedel: University of Liechtenstein
Christian Sonnenberg: University of Liechtenstein

A chapter in Handbook on Business Process Management 2, 2015, pp 693-713 from Springer

Abstract: Abstract The role of culture in business processes is often underestimated. Especially the success of Business Process Change depends to a large extent on the employees’ willingness to adapt to a new work environment and eventually accept short-term losses for long-term benefits. We, therefore, engage with the Hilti Corporation analyzing the role of culture in a specific change project. After introducing the Hilti business model, we take a closer look at the measures taken at Hilti to actively manage a global culture by means of the Culture Journey. Against this background, we examine the impact culture may have on Business Process Change. The IT-driven change project Global Processes and Data (GPD) at Hilti serves as an example for exploring the way in which culture affects process change. We conclude deriving some lessons learnt from the Hilti Case on the role of culture in BPM.

Keywords: Business Process; Business Model; Change Project; Corporate Culture; Market Organization (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/978-3-642-45103-4_29

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