This type of process is used by businesses to help them organize work and processes.
In the business world, many business processes are run internally.
To be an interorganizational business process, each organization must be completely independent of the others. For example, if you have a law firm and a bank, then the law firm would have its own internal processes, while the bank would not.
If it’s a business process where each of the business units are completely independent and in turn are completely independent from each other and work autonomously, then it’s called a true interorganizational business process. It’s much more common these days to have a true interorganizational business process that is fully centralized. But in this case, it’s not necessary that all the units are totally independent. In fact, it’s good practice to have some overlap between different units.
But that’s where the confusion comes in. If the business process is completely independent and in turn are completely independent from each other and work autonomously, then the business processes are called a true interorganizational business process. If its still confusing, try this: A process is a set of actions which a group of people are required to do as a group. A group of people can be a company, a partnership, a department, an agency, a group, or a person.
This is the most common confusion. Many businesses have departments, which are then broken down into smaller roles (for example, Sales, Marketing, Accounting, HR). These departments can then work autonomously, with each department having their own set of tasks, but all departments are still required to perform the same function. The key here is what differentiates the different departments. A Sales Department does not work the same as a Marketing Department. A Marketing Department does not work the same as an Accounting Department.
If you look up interorganizational business process, you’ll see that a lot comes down to the division of labor between departments. If you work in an organization, you can expect to be treated differently on the job, which is why the managers are different. So if you’re a Sales Manager, you’re going to have your own sales process, and different from the Marketing Manager.
In an interorganizational setting, the Sales Manager may have to run the same meetings, send the same emails, and do the same things as the Marketing Manager. However, the Sales Manager may not have to do much of the same, and vice-versa. The Marketing Manager may have to do his own job, like run the marketing process, or run meetings and emails, but the Sales Manager may not even know that his Sales Manager is in charge.
Interorganizational sales processes usually are more structured than standard sales processes, so that different people have different roles to play in the process. A standard sales process is usually more informal, and has a formal system of rules and procedures for everyone to follow. However, an interorganizational setting may use a traditional sales process, but also have a lot of meetings in which everyone keeps track of each other. And in a lot of organizations, everyone gets to vote on the progress of the process.
A lot of the work of interorganization sales processes is done by the sales team. However, some of the people who work on these processes are also people who may be involved with other types of sales processes, such as customer service. In that case, they may make decisions about what the sales team is doing and how to proceed. These people can also make decisions about what the sales team’s work should look like.
