I cannot disagree with what was said previously, but I can add to it with a business-first view that actually isn't ideal. I see this in some customers who have brought in BPM from the business side, had a successful first or second project with positive outcomes, but then somehow lose momentum. I have spent a lot of time working with these customers and have two general keys to beating inertia.
The first is to market your success -- get folks to understand that doing things differently on both the business and IT side have big benefits. There are lots of ways to do this, but the two best are to get your executive sponsors to share openly with their peers. The second is to be able to show how it was better and help others see what they could do. And, don't say "BPM."
The second key is for the business to really team with IT effectively. IT can feel put out by BPM success. Remember that the first project was still a pilot of a new approach to them. If you shove it in their face, you will find them staunch defenders of the old tools and your process mysteriously running slowly. Instead, help them see where they could use it next. And, build a BPM solution for IT to use themselves!