The design of business processes is in itself something theoretical or technical: one analyzes facts, looks for bottlenecks in capacities, rationalizes, automates, etc. But why then do so many process management projects fail?  The answer is that process change interferes with the work and workplace design of the people involved in the process. This affects a very important aspect of people's lives, and because every change is accompanied by risks, they usually approach it with skepticism and often do not simply enjoy implementing it. However, the best process design does not improve performance if the process is not followed.

Change management allows the process participants to accept the change so that the business objectives are achieved.