People who give such an answer clearly didn't understand the goal of BPM.
All companies have processes, since a process is defined as a sequence of activities that take place in a company in order to archive the established goals.
Of course, larger companies recognize much more often that they have processes, since most tasks require of more information, people, etc.
But again, ALL companies have processes. For example, every CEO needs to build a team (sooner or later, if they want to grow) so they will need to hire new people. And BPM can help any recruitment process.
Of course they might be meaning "we don't have an AUTOMATED process for that" which indicates a level of maturity has been reached. Organizations that think automation first use "process" as the word to mean "automated process" and add the word "manual" as a qualifier when for those remaining manual-processes in need of automation.
I would ask, what information do you want produced? How do you get it currently? As Kevin points out, they may have a manual process which they want automated.
You cannot have a process without some form of information. There would be no purpose to it.
They're right. They don't have a process for it: they have numerous processes, at least one in the head of each individual involved. In fact, that's the case even if they say, "why yes, we do have a process for that," and then produce a sheet of paper delineating the process as evidence. A process that hasn't been automated isn't a process at all: it's a goal.
If a company says that "they don't have a process for that", We can reply with some alternatives:
a- If your company does not have a process for this, then, some operation/demand/requirement are not attended.
b- if this operation/demand/requirement is critical for your company, then would be smart have some effort to design a process to add it in the chain value.
c- You may have this process, but maybe, it is not formalized and nor recognized as business process by your organization.
Let's create this value.
A couple of folks have suggested versions of "why is it important to you?" . . . so let's go the whole sales route and find pain.
(Presumably we are having this discussion because we want something to happen. Maybe we need a specific process for business reasons or maybe we want to sell some service.)
So then "what's really at stake when there's no process?"
Is customer sat at stake? Are we at risk of losing money? Will we get someone out of bed on the weekend (and incur OT costs)?
And really, does anyone care? Is there no process because it's just not such a big deal?
Or maybe there's no process because no one has shown leadership before? And because modern process or workflow technology is not understood as making building and operating a process easier.
"Get to the 'no'" as we say -- find all the reasons why this process doesn't matter. And what's left is maybe an opportunity.
If it really does matter, then there needs to be some serious motivation. We can provide pain relief. And make the sale.
So it's either a must-have -- or forget it and move on. Maybe check back in six months . . .
Don't forget, the whole reason we're having this conversation is because we think that maybe we need to do something.
Are you with me?
If “that” has separation-of-labour and/or separation-of-work then there is a business process for “that”. And this business process is implicit. Next they have to be asked about importance, performance and changeability of it. Next they have to be asked if they want to improve this process and so in accordance with the REF1.