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This article explores the applicability of Hammer’s theories on Operational Innovation (OI), Operational Excellence (OE) and processes, on firms of different industrial sectors and sizes, located in Argentina. The hypothesis of this study -which was corroborated- suggests that the manager’s role is supported by what is called Process Management (PM), which deals with performance gaps in a given period of time. In this context, OE, OI and processes’ understanding becomes an important constituent of the management activity. Through the implementation of a holistic PM-based perspective in many more organizations it is possible to boost results, achieve superior levels of performance and offer the right customer value. Specifically, a process is represented by a sequence of activities. It allows installing, following and measuring an operation, and isbased on five enablers and four capabilities that are explained in this study. This is an exploratory and descriptive work, with a qualitative methodology. Also, this study has a not experimental/transversal design. It is based on Hammer’s theories on the matter, which were complemented with executives/managers' interviews of different multinationals and local firms located in Argentina. debt crowdfunding in Latin America and Mexico. Implications for lenders, researchers and policy-makers are also discussed.
