Development Of An Enterprise Business Process Optimization Model

The article develops and provides a theoretical and methodological rationale for a Business Process Optimization Model (BPOM) adapted to the conditions of enterprise digital transformation. The relevance of the study is driven by the significant gap emerging between executive strategic vision and actual operational execution, as well as the risk of "digitizing chaos" by automating obsolete procedures without prior reengineering. Grounded in the principle of strategic coherence, the BPOM bridges this gap by decomposing abstract strategic guidelines down to the level of functions and operations via a goal-cascading methodology across strategic, tactical, and operational tiers. The scientific novelty of the work lies in formulating a systemic 8-stage BPOM architecture comprising: 1) strategic goal-setting, 2) goal cascading, 3) evaluation system design, 4) current-state diagnostics ("As-Is"), 5) target-state design ("To-Be"), 6) change implementation, 7) performance evaluation, and 8) monitoring and continuous improvement, establishing a closed-loop iterative cycle based on the Deming–Shewhart cycle (Plan–Do–Check–Act). A further novelty is the mathematical formalization of transformation performance assessment based on Min-Max normalization of stimulant and destimulant indicators and their multi-criteria scalar convolution using the Analytic Hierarchy Process (AHP).The integral performance index (Iopt) synthesizes four balanced dimensions (Finance, Time, Quality, Digital Maturity) and enables quantitative evaluation of process convergence toward the target state on a scale from low () to high (). The practical significance of the findings lies in providing an applied toolkit for sound managerial decision-making regarding reengineering, robotic process automation (RPA), and rational digitalization, supported by real-time continuous monitoring via Process Mining and Business Intelligence (BI) dashboards.