BPM360 Podcast - Covering Every Angle

Ep. 58: "Beyond the Boxes and Arrows: Why BPM Is More Than Just Drawing Processes"

Summary In this engaging episode, Caspar and Russell sit down with BJ Biernatowski and Zbigniew Misiak, co-authors of "Practical Business Process Modeling and Analysis," to discuss the evolving role of BPM in digital transformation. The guests share their journey of writing a book that took two years and was initially double its final size, revealing just how vast the BPM domain truly is. They tackle the uncomfortable truth that selling BPM is "one of the most unthankful jobs in the world," as organizations often see process modeling as isolated from actual business value. The conversation explores how BPM must shift from creating static BPMN diagrams to providing dynamic insights about organizational dependencies and connections. A major focus emerges around AI's transformative impact: AI needs BPM as "guardrails" to prevent hallucinations and ensure reliable outputs, while BPM needs AI to make process knowledge more accessible and actionable. The guests emphasize that successful BPM isn't about perfect models—it's about connecting processes to enterprise architecture, applications, roles, risks, and regulations in a unified repository. They discuss how AI agents will fundamentally change process work beyond simple sequential automation, requiring new approaches to modeling complex, non-linear workflows. 5 Key Takeaways Value Over Visualization: Managers don't care about process models—they want results. BPM must focus on delivering measurable value (better communication, faster projects, fewer problems) rather than creating beautiful BPMN diagrams that only the modeler can read. AI Needs BPM as Guardrails: AI systems require process repositories to provide reliable, context-aware information and prevent hallucinations. BPM gives AI the boundaries, regulations, goals, and organizational context needed to make trustworthy decisions aligned with business strategy. The Repository Revolution: Modern BPM repositories must evolve beyond static process maps to become dynamic, real-time representations connecting processes, applications, roles, risks, regulations, and enterprise architecture—creating a unified knowledge graph accessible to both humans and AI. Beyond Sequential Thinking: Traditional process modeling focused on linear sequences (A→B→C→D) suitable for automation, but AI agents enable non-linear, case management approaches requiring new modeling paradigms like object-centric process management to handle organizational complexity. Convergence Is Coming: The artificial separation between BPM and Enterprise Architecture must end—both disciplines look at the same organization from different angles, and AI-powered tools can finally unite them into consolidated repositories that serve multiple use cases simultaneously. Book Practical Business Process Modeling and Analysis Amazon: https://www.amazon.com/Practical-Business-Process-Modeling-Analysis/dp/1805126741 [https://www.amazon.com/Practical-Business-Process-Modeling-Analysis/dp/1805126741] Packt: https://www.packtpub.com/en-us/product/practical-business-process-modeling-and-analysis-9781805126386 [https://www.packtpub.com/en-us/product/practical-business-process-modeling-and-analysis-9781805126386] Additional links: BPM Skills cycle on BPMTips.com [http://BPMTips.com]: https://bpmtips.com/category/bpm-skills/ [https://bpmtips.com/category/bpm-skills/]

Ep. 57: Is BPM the scapegoat for AI failures?

"Is BPM the Scapegoat for AI Failures? A Critical Look at Process Management's Future" SUMMARY In this candid episode, Caspar and Russell tackle the uncomfortable question: Is BPM destined to become the scapegoat for failing AI initiatives? They dive into Deloitte's Tech Trends 2026 report, which predicts that 40% of AI projects will be cancelled, and explore BPM's role in these failures. Russell questions whether there's a fundamental flaw in BPM methodology that prevents widespread adoption, while Caspar argues it's too early to blame a use case that's only 18 months old. The conversation takes an intriguing turn when they examine the tension between agile methodologies and process governance, with both hosts agreeing that organizations need structure at higher levels while allowing agility at granular levels. They discuss the challenge of integrating BPM into organizations already saturated with methodologies like Lean Six Sigma and Scrum. A key insight emerges: never appoint a perfectionist to lead your BPM project—generalists should be at the top with perfectionists handling the details. They also explore the complexity of defining process ownership, especially the critical role of end-to-end process owners, and debate whether BPM practitioners should adapt their standard role frameworks to fit existing organizational structures. The episode concludes with a promise to tackle the controversial topic of process taxonomy and SAP's influence on enterprise architecture in their next discussion. 5 KEY TAKEAWAYS 1. The Scapegoat Risk: With 40% of AI initiatives predicted to fail by 2027, BPM risks becoming the fall guy despite the BPM-for-AI use case being only 18 months old—too early to judge its effectiveness. 2. Agility Needs Structure: Organizations should allow agile methodologies at granular levels (individual products or use cases) but maintain structured governance at higher levels to prevent chaos across 127+ development tribes. 3. Generalists Lead, Perfectionists Execute: Never appoint a perfectionist to lead BPM initiatives—put pragmatic generalists at the top and save perfectionists for detailed, lower-level work where precision matters. 4. Adapt to Existing Structures: Rather than imposing standard BPM roles on organizations already saturated with methodologies (Scrum, Lean Six Sigma), start with defining the end-to-end process owner and build around existing organizational capabilities. 5. Value Comes from Connections: The true value of BPM isn't in having models—it's in understanding the dependencies between enterprise artifacts (activities, roles, applications, risks) to prevent unintended consequences from changes.

Ep. 56: AI & Octopuses, a conversation with Stephen Wunker

Keywords AI, business processes, innovation, change management, organizational structure, data quality, Stephen Wunker, BPM, technology adoption, consulting Summary In this episode of the BPM 360 Podcast, hosts Caspar and Russell engage with Stephen Wunker, managing director of New Markets Advisors, to discuss the transformative impact of AI on business processes and organizational structures. They explore the importance of adapting to change, the role of innovation in large enterprises, and the necessity of critical thinking in the age of AI. Stephen shares insights from his extensive experience in consulting and his latest book, 'AI and the Octopus Organization,' emphasizing the need for organizations to rethink their processes and embrace AI as a tool for achieving business objectives. Takeaways AI is a revolutionary tool that requires rethinking business objectives. Organizations must adapt to change and embrace innovation. The octopus serves as a metaphor for adaptability in business. AI can enhance decision-making but requires human engagement. Data quality is crucial for effective AI implementation. Change management involves addressing emotional responses to disruption. Startups and large enterprises face different challenges in innovation. Experimentation is key to successful AI integration. Organizations should prioritize a few key business questions for transformation. Critical thinking is essential in the age of AI. Sound bites "AI is better than a human being." "You cannot tango on your own." "AI makes mediocre workers decent." Chapters 00:00 Introduction and Personal Updates 02:24 The Impact of AI on Business 03:34 Stephen Wunker's Background and Expertise 06:33 Innovation Processes in Large Enterprises 10:13 The Role of Structure in Startups 11:56 AI as an Organizational Enabler 17:39 Rethinking Business Models with AI 21:10 The Importance of Data Quality 23:48 Emotional Aspects of Change Management 30:30 Strategies for AI Integration 33:32 Distributed Intelligence in Organizations 36:29 The Future of AI and Human Collaboration 42:54 Final Thoughts and Dilemmas

Episode 55: Three BPM trends for 2026

Keywords BPM, process management, AI, trends, 2026, strategic asset, agentic AI, BPM singularity, digital twin, orchestration Summary In this episode of the BPM 360 Podcast, hosts Caspar and Russell discuss the revival of process management as a strategic asset, the role of agentic AI in BPM, and the convergence of BPM with other disciplines, leading to what they term 'BPM Singularity'. They explore the trends shaping BPM for 2026, emphasizing the importance of AI in enhancing process management and the need for organizations to adopt a holistic approach to process and data management. Takeaways The podcast is entering its fifth season, highlighting its growth and milestones. There is an ambition to increase the frequency of podcast episodes this season. The revival of process management is seen as a strategic asset for organizations. AI is becoming a critical component in enhancing BPM capabilities. The concept of agentic AI is crucial for the future of BPM. BPM is gaining traction again due to the emergence of AI technologies. Organizations need to manage process variance effectively to optimize operations. The convergence of BPM with enterprise architecture and orchestration is essential for success. AI is driving the need for a holistic understanding of organizational processes. The podcast aims to explore the evolving landscape of BPM and AI throughout the season. Sound bites "AI is making these repositories accessible." "The process scope is expanding." "You cannot just think in your department." Chapters 00:00 Welcome to Season 5 03:39 Trends in BPM for 2026 14:15 AI's Role in BPM 23:30 The BPM Singularity 33:26 Closing Thoughts and Future Episodes

“You Can Pretend to Care, But You Can’t Pretend to Show Up” – Tommie Jo Brode on Culture, HR & Keeping People

In this episode of the BPM360 Podcast, Caspar and Russell “cover another angle” of process entirely: the human one. While Russell checks in from Frankfurt between company meetups and Business Flows releases, the conversation quickly shifts from process content to a much deeper question: how does it actually feel to work inside an organization?  Their guest, Tommi Jo Brode – attorney, workplace culture expert, and consultant at Venice Solutions Group – brings a people-first lens to what many leaders still treat as “soft stuff.” She explains why most culture problems aren’t about salary or perks, but about respect, fairness, time with family, and whether people feel seen, heard, and included. “Little things” like how you react when someone asks for time off, or who gets invited to lunch, often sit behind big issues like turnover, complaints, and disengagement.  Together they unpack the gap between policy and practice, why people usually leave managers rather than companies, how HR can shift from “the department you fear” to a genuine people partner, and why leadership needs more unfiltered input from the front line. From “undercover boss” moments to practical habits for remote check-ins, Tommie shows that good culture is less about posters on the wall and more about showing up consistently as a human being.   5 Key Takeaways  1. Most culture problems aren’t about money. Turnover, complaints, and disengagement are usually rooted in respect, workload, fairness, and inclusion – not in base pay alone 2. Policy is what’s written; culture is what actually happens. A company may “allow” flexible time or easy time-off in policy, but if managers roll their eyes, guilt-trip, or quietly punish people for using it, the real rule is very different. 3. Employees experience the company through their manager. For most people, “the company” is their direct supervisor. If the manager is supportive and fair, the company feels good. If not, no amount of glossy mission statements will fix it. 4. HR should enable, not intimidate. HR can be a powerful ally by training managers in real conversations, listening skills, and prevention – instead of only appearing when something has gone wrong. 5. You build trust by showing up, consistently. Walking the floor, joining a night shift once, or scheduling regular 1:1 check-ins in remote teams sends a clear message: I see you, I’m interested, and how you’re doing matters — and that’s the foundation of sustainable performance and process excellence. We hope you enjoy our BPM Podcast. Subscribe and stay tuned for more. Please send us your comments and questions to questions@bpm360podcast.com [questions@bpm360podcast.com]