Business Process Model
​Processes are where strategy meets reality—map them with purpose, refine them with insight, and execute them with excellence to deliver lasting value.
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In this article:
What Is the Business Process Model?
​Why Is It Important to Develop the Business Process Model?
What Is the Business Process Model?
​The Business Process Model is a detailed, operational-level representation of how work is performed to deliver the incremental value defined in each Value Stream Stage. It decomposes each high-level stage of the Value Stream Model into precise, repeatable workflows that are enabled by corresponding Business Capabilities.
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Role in the AlignedX Model
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Translates Value into Action: While the Value Stream Model defines what value is delivered and to whom, the Business Process Model describes how that value is operationally created and transferred.
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Capability-Enabled Execution: Each process is supported by specific Business Capabilities, ensuring that execution is grounded in organizational strengths and resources.
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Detailed and Inward-Focused: Unlike the Value Stream Model's outside-in perspective, the Business Process Model takes a process-centric, inside-out view that reflects internal workflows, systems, and roles.
Figure 6. Business Process Model Illustration for AlignAir
Why Is It Important to Develop the Business Process Model?
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The Business Process Model is essential for operationalizing value delivery. While the high-level Value Stream Model defines what value is delivered and to whom, the Business Process Model provides the detailed blueprint for how that value is created, coordinated, and executed within the organization.
Key Reasons to Develop the Business Process Model
Operationalize the Value Stream Model
It decomposes each Value Stream Stage into structured workflows, tasks, decisions, and roles—making the model actionable at the execution level.
Enable Capability Execution
It shows how Business Capabilities are operationalized through repeatable processes, linking strategic intent to execution through capability-driven process design.
Identify Inefficiencies and Bottlenecks
By mapping the actual flow of work, it surfaces redundancies, delays, and pain points that hinder performance—enabling targeted process improvements.
Support Automation and Optimization
The detailed nature of Business Process Models allows organizations to identify automation opportunities and apply technologies like RPA, AI, or BPM tools effectively.
Facilitate Compliance and Standardization
Process models help ensure that operational steps align with regulatory, quality, and organizational standards across business units.
Drive Cross-Functional Coordination
Visualizing end-to-end processes clarifies handoffs, dependencies, and ownership across teams—promoting accountability and alignment.
Improve Training and Onboarding
Well-documented processes serve as a foundation for knowledge transfer, employee onboarding, and operational continuity.
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How To Develop the Business Process Model
The Business Process Model details the operational workflows that realize the value defined in each Value Stream Stage, enabling effective execution of Business Capabilities. It answers the question: How is value actually created, step by step, inside the organization?
Development Steps
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Start with the Value Stream Model
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For each Value Stream Stage, identify the incremental value delivered and the Business Capabilities required to enable it.
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Use the Value Stream Stage as the context and scope boundary for the process model.
Identify the Core Process
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Define the main process that executes the stage’s value delivery.
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Give it a concise, action-oriented name (e.g., Handle Customer Inquiry, Process Refund Request, Check-In Passenger).
Define Process Boundaries
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Trigger (Start Point): What event or input starts the process?
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Outcome (End Point): What is the final output or result of the process?
Map the Process Flow
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Use flowchart or BPMN notation to map:
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Tasks/Activities: What needs to be done?
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Decisions: Are there conditional branches?
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Actors/Roles: Who performs each task?
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Inputs/Outputs: What information or assets flow through the process?
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Identify Supporting Capabilities and Systems
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Link each process step to the enabling Business Capabilities.
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Document the technology systems, tools, or platforms used at each step.
Define Metrics and KPIs
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Establish operational performance indicators for the process (e.g., cycle time, error rate, throughput, cost per transaction).
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Tie these KPIs back to the Key Results from the OKR Model when relevant.
Validate with Stakeholders
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Collaborate with business users, process owners, and operational teams to validate the accuracy and completeness of the model.
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Ensure alignment with actual workflows and regulatory or compliance standards.
Review for Optimization Opportunities
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Assess the process for:
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Delays and bottlenecks
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Manual or redundant tasks
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Breakpoints in handoffs or system integration
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Use this insight to propose improvements or automation opportunities.
Best Practices
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Keep processes modular to allow reusability and scalability.
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Maintain a library of standard process models mapped to Value Stream Stages and Business Capabilities.
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Use process modeling tools (e.g., BPMN software, flowcharting tools) to ensure clarity and consistency.