technologies (IT) and people working together to achieve an organizational goal. Organisations are rigorously redesigning business processes using several best practices with the aim of improving their operations in terms of time, quality, cost, and flexibility [4]. Researchers have emphasized the need for business process innovation/improvement (BPI) and studies in this direction have resulted in several approaches such as continuous process improvement (CPI), business process reengineering (BPR), business process benchmarking (BPB), and process innovation (PI) [1,2,5, 6, 7]. There are not only differences in terminologies, but also in structure and the primary focus. These business process modelling (BPM) methodologies are process-driven rather than data-driven and do not suit today's competitive marketplace, where enterprise systems make use of the object-oriented methodology (OOM) to model data objects for achieving data analytics and business insights [8, 9, 10]. BPM approaches have also been modified by practitioners and consultants to suit themselves in coming up with an implementation framework using IT [11, 12, 13]. International surveys conducted indicate that about 60%-80% of BPM initiatives have failed despite the increasing amount of BPM software, which has led to much confusion and many obstacles [14, 15, 16]. This is due to the inadequate alignment of BPM with OOM based enterprise systems and industrial engineers not having taken full advantage of the latest information system strategies for embarking upon business performance improvements. Industries have come to realise that standard techniques used in OOM, such as unified modelling language (UML) tools, suffer from several weaknesses [17]. They are more technology-oriented, focusing on data objects with complex static architectures, rather than flexible enough to incorporate business objects and the dynamic business process flows [18, 19]. More recently, a business object-oriented modelling (BOOM) approach has been adopted by business analysts to integrate business objectives with information systems from traditional OOM paradigms [20, 21, 22]. Though the BOOM approach uses activity diagrams to model processes, it lacks the advantages of a formalized BPI using value-added analysis available in the BPM approach aiding in value-added workflows mapping into efficient process execution. BPM and OOM paradigms are each endowed with their own body of mature methods and tools that are loosely integrated [23, 24]. Overall, the integration between BPM and IT management essential in today's enterprise systems is missing [8]. This void forms the main motivation for this research to fill a gap in the literature by proposing a business object-oriented process modelling (BOOPM) framework with the aim to support the BPM of an organization with a BOOM oriented design of their enterprise system in order to drive process innovation and business performance improvements. Overall, the aim of the research is to propose a generalized framework for achieving BPI using the best practices of BPM and BOOM approaches in order to be well-suited for today's enterprise systems. The methodology will be successful if it is flexible towards incorporating the requirements of the business problem with a good graphical representation of the business processes that can be practically implemented by organisations [3, 9]. Existing research has identified several drawbacks while performing a comprehensive evaluation of several process modeling languages with respect to the role of data [25]. Some existing studies have discussed paradigms to address the shortcomings of the data and process engineering divide [23, 24]. They have adopted artifact-centric process management paradigms using either service-oriented architectures (SOA) or business object driven processes for achieving higher levels of integration.