Core Viewpoint - The trend of "BPization" in organizations is driven by the need for flexibility and empowerment in business units, balancing management and operational demands [3][4][7]. Group 1: Reasons for BPization - Organizational transformation is the primary reason for the shift towards BPization, as businesses seek to empower frontline units while maintaining control [3][4]. - The need to address authorization issues arises from the challenge of balancing strict management with the need for flexibility in decision-making [4]. - BP serves as a balance point for incentive issues, allowing for localized policies that cater to specific business needs while adhering to overall corporate guidelines [5][6]. - BP also addresses empowerment challenges by integrating professional methods with business experience, ensuring that operational decisions are informed by expertise [6][7]. Group 2: Evolution of BP Roles - The role of BP is evolving from a traditional "policy enforcer" to a more strategic partner that actively contributes to business decision-making [8][17]. - New definitions of BP roles emphasize their involvement in business strategy and decision-making processes, moving beyond mere execution of policies [7][18]. - The emergence of a "third type" of BP in middle and back-office functions reflects the growing recognition of their strategic importance in supporting frontline operations [23][24]. Group 3: Challenges and Future Directions - Companies face challenges in effectively implementing BP roles, as many organizations still operate under rigid traditional models that limit BP's influence [19][20]. - The need for a more flexible and localized approach to budgeting and process management is becoming apparent, as businesses seek to better align resources with operational needs [19][20]. - The evolution of BP roles is not uniform across organizations, with some companies successfully integrating BP functions while others struggle to define their impact [25][27]. - The ultimate goal is to create a collaborative environment where BP can effectively drive business outcomes, necessitating a shift in organizational culture and structure [30][31].