Purpose - Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a process management approach. The purpose of this paper is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals. Design/methodology/approach - A multiple-case study approach is used to get an extensive picture of and analyze how three Swedish organizations have worked with process management. Findings - The studied organizations have introduced a process management structure into their functional organizational structure, including the introduction of new management positions such as process owners and process leaders. A discourse is identified in earlier research between those arguing for a full transformation from a functionally oriented to a fully process-oriented organizational structure, and those promoting a more moderate transformation where a process management structure is "matrixed onto" the existing organization. The analysis could be interpreted as supporting the second line of reasoning, where the functional and process structures co-exist in the organization, creating a constructive dynamic. Originality/value - The paper provides two major contributions. First, the empirical descriptions and analysis of implementing process management contribute to the knowledge and understanding among both practitioners and researchers. The second major contribution is the identified need of co-existence of a process and functional perspective, and the implication that complexity is created rather than reduced in organizations.