(a) Situation faced: Like any enterprise, cultural and creative organizations have to manage their business processes, which are influenced by the internal and external environments. The corresponding dynamics and complexity require design, coordination, and awareness. However, governmental agencies often underestimate the economic potential of creative and cultural industries (CCIs), reducing them to leisure activities. These conditions have often prevented these industries from obtaining the funding and incentive they need to improve processes and envision organizational innovation. (b) Action taken: Our work has the objective of designing a process reference framework for the CCI sector. We began with an analysis of the traditional cross-industry process-classification framework provided by the APQC and then selected four organizations of the Puglia Creativa cluster association as case studies. We conducted a set of individual and group interviews with each, from which we learned about their processes and their similarities and differences. We documented our findings systematically in a new process-classification framework, which we kept largely consistent with the original structure proposed by the APQC but adapted to address the peculiarities of organizations in the CCI sector. (c) Results achieved: The comparison between the four case studies revealed that, even though the four organizations belonged to different areas of the CCI, their processes were largely the same. With the support of the managers of the four companies, we specified a process architecture by formalizing 12 groups of standard processes and their process owners. The processes were all implemented in the four organizations, regardless of the type of organization and the events they organize. Thus, our result is a first version of a new process-classification framework, inspired by the APQC, that provides an integrated view of CCI organizations’ internal and external processes. (d) Lessons learned: Our work reveals that CCI organizations do not have particularly organized processes. Activities are applied as a routine, and workers lack knowledge about techniques for standardizing and optimizing processes. The benefits of developing the process-classification framework for these organizations include the newly created process awareness of the four companies and their process owners, the Puglia Creativa Cluster association’s improved clarity regarding the similarities of its members’ processes, and the recognition of BPM’ potential in CCIs.