If you spend time working with processes or organizational structures, you'll inevitably encounter the topic of roles. That’s the perfect moment to pause and reflect on how organization, process management, and role management are interconnected — and how your own organization defines and applies these concepts.
This article is the first in our series on “Process Management & Roles” and explores different types of roles, common misunderstandings, and why a clear distinction between them is so important.
Process Management Roles vs. Process Roles
Process management and role management are closely intertwined — a fact reflected in the many different roles that exist within process management. For example, we commonly see:
These are process management roles. They’re crucial, but they don’t relate to a single business process — they exist within the overarching framework of process management itself.
In contrast, process roles are tied directly to the execution of specific process steps. While a process description outlines what needs to be done (and ideally how), process roles clarify who is responsible for carrying it out.
For example:
One key characteristic of business processes is the division of responsibilities — different people handle different steps. Each handoff introduces an interface that needs to be clearly defined. That’s where roles (and role descriptions) come in: they provide clarity about accountability and communication channels across steps.
In short: effective role management is essential for effective process management.
The Different Types of Process Roles
Not all roles are created equal. In fact, several distinct types of process roles exist:
Interestingly, the same role can fall into multiple categories. A Data Protection Officer, for instance, may be a legal requirement (global role) but also hold a line function if it’s a full-time position. That’s why it’s important to define how roles are understood in your specific organization.
Then there are situational roles, which are unique in that they only exist in the context of one or a few specific processes. These could include:
These roles may not appear on the org chart, but they’re essential for accurately documenting processes. In fact, most of the process management roles mentioned earlier are technically situational roles — they apply only within the context of process management itself.
Roles Provide Structure — and Independence from Individuals
Regardless of the role type, one core principle always applies: roles are defined at the organizational level, not the personal level.
A role description outlines expectations — including responsibilities, rights, and decision-making boundaries. It defines a space in which the role holder is expected to act.
That’s why roles should be person-independent. For example:
If the process step is “Approve offer,” the responsible role might be “Offer Approver” — not “Hendrik Meier,” even if he usually performs that task. Why does this matter? Because if Hendrik leaves or changes jobs, the process description still holds.
Role Management Is Part of Process Management
Taken together, it becomes clear: you can’t manage processes effectively without also managing roles effectively.
Ultimately, process management and role management go hand in hand.
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Part II: How to define roles in a process-oriented way — and why it matters
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