## 2 Related Work  
The need for a business process focus was established more than two decades ago for achieving effective business improvements in enterprises [26; 27]. Several tools including benchmarking were adopted, and the underlying success factor was in integrating those into a business process-based approach effectively [6; 28; 29]. Hence, some researchers have emphasised that it is not sufficient to merely adopt a methodology to incorporate process innovation and improvements as the critical success factor lies in employing the right model of process improvement to be effective for business performance and in adding value to the customer [29; 30; 31; 32; 33]. In today's digitization of business processes, there is a need to revisit the system model in order to embrace both the traditional business process-based approach and software object-oriented approach successfully. A model is defined as \"an abstract representation of real processes, constructed to aid understanding and prediction about the real system\" [34; 35]. Several models have been proposed in the literature for improving business processes and for analyzing process activities by using flow diagrams, process maps, role activity diagrams, etc. [26; 36; 37; 38]. However, the key to success is in adopting the right modelling approach to design and improve a process with a positive impact on its stakeholders and the resulting overall business performance. Hence, the model should have the capability of representing all the processes correctly with appropriate communication to the internal and external stakeholders, by using a practical and participative approach. The model's graphical representation should enhance the understanding for modern organizations embarking on business intelligent enterprise systems. Some models, such as six sigma, ISO-9000, and balanced scorecard, that have less graphical representations are considered to be comparatively weakly designed for business process improvement within enterprise systems [39; 40]. Despite having best practices handbooks for these internationally acclaimed standard methods, there is a lack of understanding with respect to the process specifications, product specifications, and job descriptions in a work environment that embraces semi-automated systems. To address this, the term \"workflow\" was introduced. Business process modelling, which was originally termed as \"workflow\" provides good graphical representation of the processes, events, communication, flows, roles and many attributes that an organization is looking for in their BPI pursuit. Over a period of time, it has been realized that BPM is beyond workflow and the term \"workflow\" is now considered outdated [41; 42]. Today, with increasing global competition, more organisations are adopting BPI initiatives to be integrated with their enterprise systems, and therefore the need for the BPM approach to be revisited is escalating [43; 44]. BPM has the advantage of depicting a cross-functional team environment with tasks, sub-processes and activities of each business process defined clearly. These can be examined to identify those activities that add value to the overall process. The structured sharing of process knowledge among the working teams and the community of practice is important [45; 46]. In addition, several parameters and drivers such as non-value-added activities and alternate processes can be determined for process innovation and improvement. BPM facilitates communication among all the internal and external stakeholders of the business functions, and thereby, a mutual understanding of the process can be facilitated using IT. This forms another advantage for the team members of the organization to embrace change with a process mindset while developing an enterprise system [47; 48]. These are some of the key essential factors for the success of any BPI initiative.