On BPM and IT stacks – Chris Adams
In many cases, other applications outside of BPM provide more value in day-to-day, minute-by-minute business operations…and BPM is then called upon as needed. It is the responsibility of today’s BPM vendor to understand and respect this customer need. BPM Suites must be amorphous and fit into the “white space” of customer’s IT landscape. If it is the case that a CRM solution provides the ultimate value to a business, then forcing a BPM solution to be the main software solution is the wrong approach.
On BPM and ACM Effectiveness – Max J. Pucher
ACM – Adaptive Case Management is technology that is focused on customer-perceived EFFECTIVENESS, while BPMS are focused on predictability and consider being predictable as being effective. That maybe true for an assembly line, but not for human interactions!
On BPM and Marketing – Law Tien Soon
No matter how many promising choices of BPM software are there in the market, small software product companies simply don’t have a huge marketing budget needed to drive the market’s technology direction… 2010 is the year in which BPM goes mainstream as more enterprise IT customers are exposed to the concepts in this area, thanks to IBM’s and Oracle’s marketing budget.
On Process Architecture – Derek Miers
One of the key problems that BPM initiatives suffer from is that, even with all the attention, we end up with processes that still have significant issues — they are too inflexible and difficult to change. They become just another version of concrete poured in and around how people work — focusing on control rather than enabling and empowering
On BPM Predictions – Scott Francis
Some postulated that while BPM grew during 2008 and 2009, when times were tough, that as the economy improved BPM would suffer – while we argued that the past simply doesn’t predict the future: each economic cycle has its own surprises
On Cross Functional Processes – Anatoly Belychook
Cross-functional processes can’t be implemented with a simple workflow: the boundaries between busines units can’t be ignored because they different units operate at different rhythms and utilize different routines…I believe this is the sources of most of the disappointment in BPM: those who narrow it down to the workflow end up with predictable failure. Technically, multithreading is what distinguishes BPM from workflow. Remove the interaction between asynchronously executable processes via data, messages and signals and what you’ll get would be “workflow on steroids”, not BPM.
On Business Process Centres of Excellence – Alexander Peters
Many experts see the deployment of business process centers of excellence (COEs) as a panacea to IT’s process orientation problem. Set up to provide business technology (BT) services across business units — such as enterprise resource planning (ERP), business process management (BPM), customer relationship management (CRM), and business intelligence (BI) — business process COEs play a crucial role in efficiently developing and broadcasting innovative process-oriented practices across the business units.
On BPM and Business Architects – Clay Richardson
If your BP initiative doesn’t have a business architect, make it a top priority to bone up on business architecture in 2011 and look to add business architecture skills to your process transformation activities
On BPM in the Cloud – Michael Vizard
The trick, of course, is finding a BPM offering in the cloud that gives customers the option of allowing them to continue to run that application in the cloud or move it to their own servers, or potentially some other cloud computing platform, later on.
Adam Deane 
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