Business Process Performance Management - A Modern Approach to Corporate Performance Management

Since the end of the last century the pressure of globalization and internationalization on worldwide market has been rapidly increasing. Together with this trend innovation pressure has become stronger. Business competitiveness is conditioned by the innovation ability not only of products but also of processes. Enterprises therefore have started to move attention from product quality to effectiveness of internal business processes. Increased emphasis is laid on the performance management of Internal processes. Shareholders and managers are more oriented on the long term development and prosperity instead of orientation on short term revenues achievement. When talking about managerial decisions we can even often hear terms such as strategic system of corporate performance management and process approach to management. These modern concepts for corporate performance measurement and management include not only financial dimension but also non financial indicators such as customers, internal processes, learning and growth and customer satisfaction. The object of interest In this paper is a modern management approach based on corporate performance measurement through internal business processes performance measurement The paper deals with fundamentals of process management and process performance. It is focused on modern concepts, methods and tools for business process performance management The attention in the paper is paid also to research results focused on using modern methods of business process management in Slovak industrial enterprises from selected branches. The aim of the research was testing the hypothesis: enterprises using process performance management and its methods have been reaching more positive values of Indicator ROE representing a basic indicator of corporate performance. Our findings regarding influence of using process performance management methods on corporate performance are presented in the paper.