Has the adoption of the process approach led to a real improvement in the creation of business value? Has the propensity for cross-functional cooperation and collaboration between organizational players in different functional areas increased? Have time and costs been reduced? Has user satisfaction improved? The international literature shows that the answer to these questions is more negative than positive. The causes are different. On the one hand, the "push" that leads to pay attention to international standards or regulations instead of formulating the objectives to be achieved through the process approach. On the other hand, an excessive focus on process mapping and representation systems, which leads to neglect the "social systems" nature of the processes themselves and the implications that adopting a process approach entails for relations between organizational players, resistance to change and individual behavior. On the other hand, the possibility of success of the process approach is strictly linked to the ability of the company management to identify, analyze and solve the problems related to the management of the "mutual adaptation" between the process approach and the elements of the company's organizational system (structure, human resources management systems, company culture, management styles). Based on these assumptions, the book proposes a framework, based on the famous "7 S" model of Waterman, Peters and Philips, which allows to analyze in a holistic perspective the interdependencies between the adoption of the process approach, the organizational system in its "hard" components (organization chart, job positions, coordination systems) and "soft" (organizational culture, staff skills, management styles). Through some examples they come illustrated, based on the analysis of the literature, the configurations of the organizational system more appropriate in order to facilitate the success of the approach for processes.
