Development of process-oriented management in Russia: current problems and prospects

   Since the early 2000^s, many Russian companies, faced with rising operating costs, declining productivity, and falling profitability, have adopted an effective corporate management methodology — process-oriented management (BPM). To date, Russian companies have accumulated extensive positive experience using BPM, which has proven its effectiveness. The need to scale this management approach, which enables organizations to improve product quality and market competitiveness over the long term, is clear.

   The purpose of this research article is to analyze current challenges in implementing process-oriented management in Russian companies and identify promising areas for its development in our country.

   The study relies on general scientific research methods—analysis, synthesis, comparison, induction, and deduction. This article examines the content of process-based management, its advantages over traditional management approaches, and its positive economic and social impacts. It identifies key challenges in implementing process-based management, including the need to restructure the organizational structure, suppress employee resistance, organize staff training in new methods, incur additional financial costs, and utilize automated systems and information technologies. Based on these challenges, promising areas for the development of process-based management in Russian companies are identified.

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