For large complex processes, especially in large companies, a two-tier ownership arrangement is
most often used. An appointed executive owner operates as a sponsor, champion, and supporter at
the upper management level, and is accountable for process results. At the operating level, a working
owner, usually a first- or second-level manager, leads the process-management team responsible
for day-to-day operation. The owner assignments—executive owner and working owner—are
ongoing. The major advantages of this structure are that there is at the same time “hands on” involvement
and support of upper management and adequate management of the process details.