Modern organizations invest heavily in ERP systems, ISO management systems, Business Process Management, enterprise architecture, quality initiatives, and digital transformation, yet many still struggle to understand how these disciplines fit together. This volume examines the organizational fragmentation that results when processes, structures, technologies, and management systems are developed independently. It traces the evolution of SIPOC, explores its enduring strengths and limitations, and establishes the systems-thinking, systems-engineering, BPM, enterprise-architecture, organizational-design, and socio-technical foundations required for a broader enterprise perspective. The volume concludes by positioning organizations as networks of interconnected processes and establishes the need for an integrated enterprise process architecture.
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