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In this paper, we discuss eight high-level problems that show up when partnering companies decide to set up cross-organizational processes. It is important in practice to be aware of the existence of these problems and to deal with each of these problems. The problems concern the facts that it is difficult to agree on pre and postconditions of tasks, that parties need to agree on how to trigger task executions, that investments have to be distributed among the parties, that service levels should be agreed upon, that partners should preserve the value of the functions that are executed in the process, that process ownership must be considered at an inter-organizational level and that partners may change over time