In an organisation that has defined its high-level processes, Process Managers (or sub-Process Owners) will often be appointed and given responsibility for defining (mapping), measuring and improving the lower-level processes.
It is at this point, they need to understand whether they are managing a “Routine” or an “Emergent” process. Routine processes can be defined, standardised and documented to quite low levels of detail (if necessary). They are often very transaction-focussed, such as “Pay Suppliers”, “Process Customer Order” or “Prepare Monthly Accounts”.
Emergent processes, by contrast, are much more dependent on the knowledge and skills of the people operating them to decide exactly which activities need to take place and in what order. Usually, they can only (sensibly) be defined at a relatively high level. Examples might include: “Develop Business Strategy”, “Manage External Communications” and “Manage Projects”.
Download the full article here to understand these two types of process and the need for Intelligent Process Owners.