The identification and subsequent design of business processes initially involves the inclusion of the status quo. Many companies often succeed very successfully for decades, without ever identifying or documenting a business process. However, starting from a certain size, it turns out that, on the one hand, there is a lot of potential and, on the other hand, that it is possible to adapt to ever more rapidly changing conditions. In the context of process audits and quality management systems, an identification of all relevant processes is also indispensable.
The top-down approach is derived from the company vision and strategic goals of the company. Subsequently, it is defined which business processes are necessary for this and how they have to be designed. In the first step, only the primary business processes are considered, and then, in a second step, to check which secondary business processes are needed for support.
The bottom-up approach, on the other hand, takes the opposite route: Here, starting from the lowest level, ie the individual activities in the sub-processes, one analyzes how the processes are practiced in practice. From this, the interaction of the individual sub-processes as well as the primary and secondary business processes is derived.