Business process prioritization criteria: a case study in the financial market

Abstract

Purpose This paper aims to analyze and examine how an organization from the financial sector prioritizes its business processes and what criteria are adopted to select the most appropriate process for improvement projects. Design/methodology/approach This descriptive research is based on an exploratory approach. Qualitative methodology was applied to a case study through on-site observation, documentation analysis and semi-structured interviews. Findings The results confirm criteria mentioned in the literature, such as financial aspects and strategic impacts, but also raised a new critical issue: automation potential of manual processes, reflecting the current movement of process automation. Research limitations/implications As a limitation of this study, it is worth mentioning the application in only one organization in the financial market and the small number of respondents, even though they occupy leadership positions in the organization. Practical implications As a practical implication, the present work offers a direction for managers of the financial sector in structuring and applying models for prioritizing processes aimed at organizational efficiency. Social implications Automation solutions for process improvement need careful study to minimize impacts in human resources reduction. In this sense, the eligibility of a process for automation must be carefully considered. Originality/value This paper presents the evolution of the process prioritization model adopted by a large institution in the financial market, which has a significant presence in the Brazilian and international markets as a commercial and wholesale bank.

Critical analysis of Lean Six Sigma black belt certification courses offered in Brazil

“…, 2021; Zhang, 2016). The implementation in banking and financial services also proved to be prodigious (Porfírio and Saldago, 2022; Sunder et al. , 2019) as well as in the IT areas, contributing to the reduction of the time to resolve complaints and turnaround time of the organization’s priority processes (Gijo et al.…”

“…Whether organizations operate in industrial or service sectors (Pathiratne et al, 2018;Sreedharan et al, 2018), public or private (Antony et al, 2017a, b;Rodgers and Antony, 2019;Singh and Rathi, 2019), from the most varied areas such as healthcare (Ramori et al, 2021) and higher education (Antony, 2014), success is achieved through the continuous evolution of administrative processes and modern management practices (Antony et al, 2017a, b;Muraliraj et al, 2018;Murmura et al, 2021;Rodgers and Antony, 2019). It is increasingly necessary to generate customer value and differentiate from competitors by delivering quality at a low cost (Ghobakhloo and Fathi, 2020;Porf ırio and Salgado, 2022;Singh and Rathi, 2019).…”

“…, 2021; Rodgers and Antony, 2019). It is increasingly necessary to generate customer value and differentiate from competitors by delivering quality at a low cost (Ghobakhloo and Fathi, 2020; Porfírio and Salgado, 2022; Singh and Rathi, 2019).…”