To identify how organizations approach the development and implementation of their core processes in a manner that focuses on continued flexibility and responsiveness to changing customer needs, and environmental impact factors through improved knowledge transfer. The research follows an empirically based multiple case study approach across six national/multi‐national knowledge‐based organizations. A core‐complex process was identified within IBM and then tested and refined across five over national/multinational organizations. Within each organization key employees interviewed concerning the manner in which their core processes were managed and modified. Those organizations that identified their core business processes as being responsive, and flexible enough to meet changing customer expectations could be shown to follow a ‘nine‐step’ process lifecycle. However, those that had less‐responsive processes seemed to share similar organizational and managerial issues. The findings are based on a limited sample size of six organizations, and the nature of the findings are presented in an inductive‐theory building way. Therefore, the findings are not presented as a final position, but as a starting point for further research into complex, knowledge transfer intensive business process development and design. From the findings a nine‐stage process lifecycle model has been defined. Within any service‐orientated organization core business processes are under pressure to manage continually changing customer requirements. Therefore, it is important not just to build efficient and effective processes, but to understand how the organization must be aligned in order ensure continued performance within a constantly changing operating environment. Copyright © 2010 John Wiley & Sons, Ltd.