BPM should only be about the M. As every company has business processes (BP), BPM should be about managing your organization by process in such a way that those processes do what you promise. All the other stuff like IT are tricks to create that right level of grip.
So every company has processes, but that doesn't mean they know them or have the right grip on them. So it should start with questions like:
- What are our useful processes?
- What should these processes deliver?
- What kind of result is it (standardized, customer specific, a solution for a problem)?
- Wat do we promise about the process result?
- How must this process be managed to do what it promises?
- What are the characteristics of the process that make this possible?
And that automatically makes discussions like workflow vs Bpm vs ACm strange, because some processes benefit form a straight through, workflow supported way of managing, while other processes are better served with a goal oriented, executor steered, adaptive way of managing.
All processes are unique, every company has them and to come back to the question, managing them is what BPM should be about, I think. Otherwise it could be called BP anything, isn't it?
I wish you all a merry Christmas and all the best for 2014!