ORGANIZATIONAL AND ECONOMIC SUPPORT FOR THE BUSINESS PROCESS MANAGEMENT STRATEGY IN IT COMPANIES

Abstract

This study examines the theoretical and practical foundations of organizational and economic support for business process management (BPM) strategies within information technology (IT) enterprises. The authors define the core components and determinant factors of organizational and economic mechanisms, reflecting the distinct structural attributes of IT companies–namely, intensive human capital dependency, project-oriented workflows, accelerated technological lifecycles, and relentless market volatility. The research systematizes the critical internal and external determinants governing process management into technological, market, human resource, customer, and risk-oriented dimensions. To synthesize these factors, the authors design a comprehensive conceptual framework comprising six functional modules: strategic targeting, diagnostics, process management, resource support, operational implementation, and adaptive feedback. This model translates overarching strategic objectives into granular operational workflow adjustments while establishing robust monitoring and realignment mechanisms. Furthermore, the paper establishes multidimensional criteria for business process prioritization, evaluating strategic alignment, delivered customer value, operational friction, resource intensity, digitalization readiness, risk exposure, and scalability potential. Complementing this framework, the authors introduce a managerial decision matrix that aligns diagnosed process bottlenecks with targeted organizational, economic, and technological interventions. Ultimately, the study demonstrates that effective BPM strategy execution requires systemic synergy across all functional instruments, enabling IT executives to practice integrated portfolio management of interconnected workflows and execute evidence-based strategic decision-making in highly competitive digital ecosystems.