This type of ownership doesn’t necessarily represent a formal ownership right, but rather that the process belongs exclusively to an owner in terms of responsibility and having complete control of the process, including its design and management. The reason for this informal ownership approach is that not every owning entity has to be a legal entity as well. For example, an owner of a less important process could be a working team or some section of a company.
However, it is a good practice of process management, that there shouldn’t be too many process owners within an organization. This is especially true in smaller companies where all the processes may belong to a single owner — e.g. the company itself, its proprietor or its process manager.
Having simple and transparent process structure leads to much better process management, because it is easy to find out what the running processes are within an organization, who owns them and if or how they are interconnected.
On the other hand, the uncoordinated creation of processes by various owners within an organization is a bad practice of process management. The resulting “system” may be so chaotic, that it would take months just to map all of the company’s processes and their ownership, not speaking of other things that could lead to their improvement. That is why well designed apps of process management, including Procesoid, lead users to concentrate the ownership of processes within an organization to a single or only a few owners.
Of course, besides this informal ownership, which can be easily changed or transferred, one can always speak of the factual ownership of processes by a particular legal entity, e.g. in terms of intellectual property.