1. The end of "process" thinking?

Since the 2000s, quality management systems (QMS) have become increasingly standardized and stereotyped:

• in their composition, for which – at least in France – dominates the equivalence QMS = set of management processes, support processes and realization processes (sometimes supplemented by improvement processes);

• in the very definition of processes, for which a classical model seems to have imposed itself, more through intellectual laziness than by demonstrating its superiority (sales process, design and development process, production process, purchasing process, human resources process, material resources process, management process).

Has this standardization produced beneficial effects? Does it have any drawbacks? Is it the only possible model? Should we continue with...