On BPM and Executive Sponsorship – Scott Francis
If you don’t have your executive sponsorship lined up, think about which executive(s) are likely to sponsor your go-forward efforts. Think about what matters to them, what their objectives are, what the company objectives are over which they have influence. And make sure you have good arguments to support your BPM initiative along those lines. If you do it right, it will almost feel like the realization of that executive’s ideas, rather than some “not-invented-here” idea that has to be thrust upon upper management.
On Social BPM – John Hansen
In the future your company will probably monitor the social medias and react proactively on events even before the customer has approached you. In the future I might make a tweet on Twitter telling that my ##%&* internet connection is yet again not working. My internet supplier catches the tweet and contacts me with a proposed solution. Sounds unlikely to happen? the majority of business process management companies don’t think so.
On BPM and Data Consolidation – Chris Taylor
The business process community is in this same place. Stuck behind the curve. The vast majority of companies have not centralized process data in any meaningful way beyond the data that could be entered, moved and used in automated ways. Quite typically, if it can’t be automated, it isn’t a candidate for centralization, but why not? Are we missing the next enormous opportunity?
On BPM Terminology – Jonathan Marcer
The term BPM is a necessary evil, we need a term to emphasise ‘process’ as a key cog in this machine. The ‘people’ and ‘systems’ aspects within a business, maybe because they are easier to visualise, more tangible to our human senses, seem to be better understood, ‘process’ not so.
Adam Deane 
Adam, great collection as always. A few words on the selection.
We need to bring all these elements into the fold of BPM per se. This is the transparency that a Business Architecture creates: executive objectives, management targets, process goals, performer skills/activities, and clearly customer outcomes. A process is defined through these only and not through flowcharts. As long as these elements must be handled through a seperate bureaucracy there won’t be realistic process management.
BTW, I don’t see that the human aspects are more tangible, rather the opposite, which is why everyone focuses on the process flowchart illusion.
Thanks, Max
By: Max J. Pucher on 05/06/2011
at 8:29 am