BPM.com

“The problem with process efforts leveraging BPM these days is that it doesn't get respect until organizations want big returns on investment (ROI). When the economy looks difficult, organizations run to head count adjustments and cutting travel first. The very next move almost always includes process improvement driven by BPM.”
-Jim Sinur

From the BPM Forum

“BPM is what they call it until it is a market, and then you call it (CRM, Social Media Management, etc.)”
-Scott Francis

“ERP, CRM, WMS, even ECM software is bare necessity - a company can't live without decent accounting. BPM software, by contrast, is a premium stuff - it may give a company a considerable advantage if... The list of ‘ifs’ is quite long.”
-Anatoly Belaychuk

“BPM implementations are usually led by management consultants. Which means there's a significant upfront charge (remember the AS-IS discussions?) that induces a lot of friction into adoption.”
-Bogdan Nafornita

“BPM software doesn’t have a natural home or advocacy group within the organization meaning that there is no defined buyer persona. Unlike CRM or ERP, the responsibility for BPM is often with ‘business’ and that means no one owns it. It is also the reason why some BPM vendors are re-branding as IT-friendly low code, rapid application development platforms.”
-Pieter van Schalkwyk

“Technology deployments are usually applied as a ‘Band-Aid’ rather than a ‘Wellness Program’ within organisations. The problem is that the Wellness Program version of BPM involves challenging the hegemony of the existing functions.”
-Derek Miers

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