This chapter examines the transformative shift from traditional, siloed organizational structures to process-centric models that prioritize end-to-end workflows over fragmented functional departments. Drawing on foundational work by Hammer and Champy (Reengineering the corporation: a manifesto for business revolution. Harper Business, New York, 1993) and contemporary examples such as Toyota’s Lean manufacturing, Amazon’s fulfillment systems, and Apple’s integrated product development, it demonstrates how organizing around key value-creating processes enhances efficiency, adaptability, and customer value. Process-centric organizations break down departmental barriers, enabling seamless collaboration across supply chain, production, quality, and service functions. Business process management (BPM) methodologies and technologies—exemplified by GE’s Six Sigma implementation—provide the tools for mapping, measuring, and continuously optimizing these workflows. The chapter explores how a process orientation fosters rapid response to market changes, reduces waste, and accelerates innovation, as seen in Tesla’s agile repurposing of production lines during the COVID-19 crisis. It also addresses the cultural and leadership challenges inherent in reorienting legacy structures, highlighting IBM’s successful transition through knowledge sharing and digital transformation. Ultimately, by centering on integrated processes rather than hierarchical silos, organizations achieve greater operational transparency, cross-functional agility, and sustained competitive advantage in dynamic business environments.