Past generations of BPM involved the efficient and effective management of business processes. Yet, we currently face a turning point. The technological facets of data-driven BPM add complexity to traditional BPM applications. As a result, organizations face intended and unintended technology-related changes across all business process initiatives. Using the term BP-x, we summarize the recent changes in BPM knowledge that has hitherto been fragmented across academic literature. To address the challenges of BP-x initiatives, we envision a holistic model that focuses on managing related cutting-edge technologies and BPM. Thus, we propose the operationalized BP-x management model as a valuable IT meta-artifact. We develop the model using a two-cycled Design Science Research methodology and conduct a threefold summative evaluation. The results of our study indicate that creating awareness of potentials and opportunities accelerates the process toward action and fosters new business outcomes in terms of performance and innovation. By strategically aligning BP-x endeavors, organizations promote visibility, shared understanding, and culture among stakeholders. Our model guides managers throughout the BP-x adoption journey in conjunction with organizational, managerial, and technological prerequisites.

过去几代 BPM 涉及业务流程的高效且有效的管理。然而，我们目前面临一个转折点。数据驱动的 BPM 的技术方面增加了传统 BPM 应用程序的复杂性。因此，组织在所有业务流程计划中都面临着有意和无意的与技术相关的变化。我们使用术语 BP-x 总结了迄今为止分散在学术文献中的 BPM 知识的最新变化。为了应对 BP-x 计划的挑战，我们设想了一个专注于管理相关尖端技术和 BPM 的整体模型。因此，我们提出可操作的 BP-x 管理模型作为有价值的 IT 元工件。我们使用两个周期的设计科学研究方法开发模型，并进行三重总结性评估。我们的研究结果表明，提高对潜力和机遇的认识可以加快行动进程，并在绩效和创新方面培育新的业务成果。通过战略性地协调 BP-x 的努力，组织可以提高利益相关者之间的可见性、共同理解和文化。我们的模型结合组织、管理和技术先决条件，在整个 BP-x 采用过程中指导管理者。