Note: Here I am talking about BPM software as it exists today, *not* Business Process Management as a discipline.

Long live BPM! Business Process Management, BPM for short, is close to couple of decades old. I feel sad for the companies that make Business Process Management (BPM) Software. Reason? They have been fighting the perpetual battle of adapting to the change that has been plaguing this category.

Intelligent KPI and Analytics can help you gauge the success of your BPM processes and improve their performance.

KPI is important first and foremost to understand if your process is doing what it's supposed to be doing. It also enables you to isolate bottlenecks, and handle performance issues.

Finally, it can enable you to improve your process, by adjusting it according to the incoming data.

BPM.com's Peter Schoof recently posed the question, "is zero code the future of BPM?" That got me thinking about the future of BPM itself. Over the past five years, new terms have emerged, each vying to be the "next big thing" after BPM. These terms often include words such as: Dynamic, Adaptive, Predictive, Case Management, Skins, Smart Processes, and the list continues.

When a technology sector becomes truly transformative, inevitably there are those who, unable to credibly claim their role in its leadership, instead seek fame by declaring its dead – "The Internet's dead, we're all about the post-Internet now!" Yep, Internet's closed. Go home. Never mind that the greatest transformation in human history, changing every aspect of our lives – industry, education, healthcare, agriculture, entertainment, government and globalization – everything changing, still right now, because of. . . the Internet.

Theo Priestley, Chief Evangelist for Software AG and frequent contributor to the BPM Forum recently asked me to review the book, The Digital Enterprise: The Moves and Motives of the Digital Leaders, written by Karl-Heinz Streibich, the CEO of Software AG.  The book is avaible at Amazon here.

Immediately, the book kicks off with the quote: Not every business is a digital business, but every business must become digital.

From the vantage point of business process management, I couldn't agree more. A subject that comes up occasionally with BPM (and with any technology older than a year), is the question, Is BPM dead? But I think the real question is, Are the old ways of doing business dead?  The answer: Yes, they are. Every branch of business and IT is undergoing a sea change that is working towards putting the customer front and center.

This book is an excellent primer in how to digitize your company, covering everything from the factory floor to the C-Suite. What I like most about the book is it provides excellent real-world case studies from industires as diverse as aviation, utilities, insurance companies, museums and casinos.

The book begins with a forward from Marc Benief, the CEO of Salesforce, and he sums it up quite well with:

"As any of the leaders of these companies will tell you, becoming a digital company, a connected company, a customer company, is a journey. You need to start as early as possible, and there is no finish line. After all, when it comes to technology, the only constant is change."

I will definitely be returning to this book for the many in-depth examples...so should you.

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