Human-centric reconfiguration of business processes in the context of implementing Industry 5.0 standards

Abstract

The article explores the features of human-centric reconfiguration of business processes in the context of the transition to Industry 5.0 standards, which combine technological development with the priorities of human well-being, resilience and the sustainable development of organizations. The purpose of the study is to generalize scientific approaches and substantiate practical principles of business process transformation based on human-centered values within the Industry 5.0 paradigm. Methods: analysis of scientific literature – to review current scientific developments on the topic; generalization and systematization – to present the research results. Results. The essence of business processes as a management object is analyzed, with particular focus on modern approaches to their identification, modeling and optimization in the context of digital transformation. It is established that Industry 5.0 standards significantly affect the restructuring of business processes by integrating modern technologies with human creativity, adaptability and ethical principles. It is established that human-centered reconfiguration requires the coordination of technological tools with personnel needs, organizational culture and strategic priorities, which ensures the creation of flexible and sustainable process architectures. Key factors influencing such transformation are identified, in particular, digital maturity, leadership models, human capital development and external environmental conditions. It is proven that the effectiveness of business process reconfiguration should be assessed using a comprehensive system of quantitative and qualitative indicators that cover not only operational efficiency, but also employee engagement, innovative potential and value for stakeholders. Practical recommendations for implementing human-centered approaches include integrating digital technologies to empower people, promoting participatory management practices, and creating continuous learning environments. Conclusions. Thus, the transition to Industry 5.0 requires a holistic rethinking of business process management, where human potential becomes a key driver of sustainable economic growth and organizational competitiveness.