As an enterprise becomesprocess-oriented, itsvalues and cultureshift in a way that aligns closely with OMG-style BPM principles and enterprise models:

The focus moves from“my job / my department”to“our end-to-end process and its performance”.

Performance recognition and incentives increasingly emphasizeprocess outcomes(cycle time, quality, customer satisfaction, compliance) rather than justindividual heroics or departmental metrics.

This is exactly whatOption Ccaptures:

From individual recognition to process excellence

The organization values:

Cross-functional collaboration

Shared ownership of process outcomes

Continuous improvement of processes themselves

Why the other options are incorrect:

A. From horizontal to vertical process structures– Process orientation is about goingfrom vertical (functional) to horizontal (process), not the other way around.

B. From process improvement to structured policies– Process orientation strengthens both, but the shift is towardcontinuous process improvement, not away from it.

D. From root cause analysis to individual department performance– This reverses the BPM logic; process organizations use root-cause analysis and deprioritize narrow departmental optimization.

So, the key value shift is towardprocess excellence over individual recognition, makingCcorrect.

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