BPM360 Podcast - Covering Every Angle

In this episode, Russell and Caspar conclude their implementation phase roles series by examining the process mining and analysis specialist—a role that sits at the intersection of data science and process expertise. They explore whether this role is truly necessary during BPM implementation or belongs more in the operational phase of process management. The discussion reveals a common organizational pattern: process mining initiatives often emerge from IT and data-driven teams while process documentation efforts originate from compliance and quality management, creating parallel but disconnected efforts. They examine the evolution from "process management" to "process intelligence" as mining and traditional BPM converge into integrated capabilities. Through a detailed war story, they illustrate the detective work required when data patterns don't match expectations—persistence in connecting data anomalies to real-world business practices and custom processes. The conversation highlights the critical skill of making sense of mining tool outputs by connecting data patterns to actual business operations and root causes. They debate the balance between quick wins from standard connectors versus deep custom analysis that requires SQL expertise and system knowledge. The episode emphasizes that while data doesn't lie, it requires human interpretation and dialogue with process owners to understand what it's truly revealing. This is essential listening for organizations trying to integrate process mining capabilities into their BPM programs effectively.5 Key Takeaways:Mining and Management Often Start Separately: Process mining initiatives typically emerge from IT and data-driven teams while process documentation comes from compliance/quality groups—this parallel evolution creates missed opportunities for integration that mature organizations must address.Think Mining Into Your BPM Organization Early: Even if you're not immediately implementing process mining, include this role in your BPM capability planning from the start—waiting until later risks creating siloed initiatives that don't connect to your broader process architecture.Standard Connectors Enable Quick Wins: For common ERP systems like SAP, standard process mining connectors can deliver fast results without deep technical skills—this makes mining accessible during implementation for baseline understanding and validation of documented processes.Deep Analysis Requires Detective Persistence: The core capability is connecting data patterns to business reality through dialogue with process owners—analysts must persist in understanding anomalies, even when explanations involve custom business logic or non-standard practices that aren't obvious in the data.Data Shows Symptoms, Not Root Causes: Process mining reveals patterns and deviations, but humans must interpret what the data means—the specialist's value lies in translating mining outputs into actionable business insights by understanding both technical systems and operational context.If you have comments, topics to be discussed or questions, please email us at questions@bpm360podcast.comif you like our content, please like and subscribe...

In this special guest episode, the hosts welcome Jan Scheele, a serial entrepreneur, TEDx organizer, blockchain expert, and World Economic Forum digital leader, for a wide-ranging conversation about AI's impact on work and communication. Jan shares his journey from teenage coder to running multiple ventures across digital agencies, crypto startups, and speaker coaching, offering unique perspectives on staying productive while managing diverse commitments. The discussion explores how AI is rapidly transforming enterprise workflows, moving from simple content generation tools to sophisticated agents that can orchestrate complex business processes autonomously. Jan introduces the concept of becoming an "orchestrator" rather than a specialist—someone who can coordinate AI agents and tools rather than performing tasks manually. The hosts examine how traditional presentation and communication skills remain crucial even as AI handles more routine work, emphasizing the irreplaceable value of human connection and storytelling. The conversation touches on practical AI implementation strategies, from using tools like ChatGPT and Claude for daily workflows to thinking about enterprise-wide deployment with proper guardrails. Jan advocates for first principles thinking—starting from zero-based assumptions rather than retrofitting AI into existing processes—drawing inspiration from mental models used by leaders like Elon Musk. The episode concludes with insights on adapting to rapid technological change while maintaining focus on what truly matters: execution, efficiency, and human-centered communication.5 Key Takeaways:Become an Orchestrator, Not Just a Specialist: The future belongs to professionals who can coordinate and direct AI agents and tools rather than performing all tasks manually—companies are already hiring "AI orchestrators" instead of multiple specialists in fields like law, development, and marketing.AI Agents Are the Next Frontier: We're moving beyond simple prompt-based AI tools to autonomous agents that can execute complex, multi-step business processes independently—early adoption of agentic workflows will create competitive advantages as the technology matures rapidly.Human Communication Skills Matter More, Not Less: As AI handles routine tasks, the ability to tell compelling stories, present ideas persuasively, and create genuine human connections becomes increasingly valuable and differentiating—these uniquely human skills cannot be automated.Apply First Principles Thinking to AI Integration: Instead of asking "where can we plug AI into existing processes," start from scratch using zero-based thinking to reimagine workflows entirely—this mental model approach yields more transformative results than incremental improvements.Process Intelligence Provides AI Guardrails: In enterprise environments, your documented processes, compliance frameworks, and operational standards become the essential boundaries that keep AI aligned with organizational requirements—process management is fundamental to responsible AI deployment at scale.In case of questions or suggestions, please reach out to us on questions@bpm360podcast.comIf you like this content, please like and subscribe! Thank you...

In this episode, Russell and Caspar explore one of the most critical yet under-resourced roles in BPM implementations: the change management lead. They examine why BPM fundamentally reshapes how people work and why this requires someone dedicated to the people side of transformation beyond generic communication plans. The discussion reveals the delicate balance between empathy and persuasive communication, understanding human resistance while translating it into actionable interventions. Through candid conversation, they explore why change management is often the first role to be cut when budgets are tight, despite being essential for success. The hosts debate whether change management is truly a distinct skill set or something project managers can handle alongside their other responsibilities. They examine the critical importance of timing—knowing when to launch communication initiatives, when it's too early, and when momentum will be lost if you wait. The conversation highlights how real change management goes beyond newsletters and training sessions to understanding the psychology of adoption and resistance. Listeners learn why creating FOMO (fear of missing out) is more effective than mandating compliance. The episode provides insight into the sweet spot of when to intensify change efforts during BPM implementations. This is honest discussion about a role everyone agrees is important but few organizations properly staff or fund.5 Key Takeaways:Change Management Is About People, Not Just Communication: The role requires genuine empathy to understand human resistance and translate it into actionable interventions—not just generic newsletters, training sessions, and town halls that check boxes without driving adoption.Timing Is Everything: Change managers must have the experience and feeling for the right moment to communicate—going out too early creates unanswered questions and confusion, while going too late loses momentum and makes people feel excluded from decisions.The First Role Cut, The Last One Needed: Despite universal agreement that change management is critical, it's often the first role eliminated when budgets are tight, forcing project managers to handle it alongside other duties without the specialized psychology and influence skills required.FOMO Drives Adoption: Creating fear of missing out is more effective than mandating compliance—people need to feel they're part of something valuable and exciting rather than being forced to adopt new processes through top-down directives.Mass Movement Requires Resources: While empathy and communication skills are essential, successfully moving large groups of people also requires budget for sustained campaigns, events, recognition programs, and ongoing engagement—change at scale isn't free.Please like, subscribe or share and if you have questions or ideas for topics: questions@bpm360podcast.com

In this episode, the hosts dive deep into one of the most critical yet misunderstood roles in BPM: the business process architect. They explore the fundamental question of what this role actually is and does, examining the balance between systemic thinking and functional depth. The discussion reveals why organizations struggle to find people who can simultaneously see the helicopter view and understand technical details across multiple domains. Through practical examples, they debate where the architect's responsibility ends and the subject matter expert's begins, using the house-building analogy to illustrate the natural handoff points. The hosts examine why business process architects face far greater resistance than building architects despite similar levels of expertise and authority. They explore the organizational positioning of architects—whether they belong in a centralized Center of Excellence or distributed across business units. The conversation distinguishes between content expertise (owned by architects) and methodology definition (owned by methodology specialists). Listeners learn why most organizations need multiple process architects rather than one universal expert. The episode provides clarity on the relationship between architects, analysts, and experts in the process ecosystem. This is essential listening for anyone building or staffing a process management function.5 Key Takeaways:Architects Need Depth AND Breadth: The business process architect must combine systemic helicopter-view thinking with functional precision, but expecting one person to cover multiple functional domains (finance, procurement, manufacturing) deeply is unrealistic—plan for multiple architects.Level 3 Is the Handoff Point: Architects should own the process architecture (Level 1-2) and understand Level 3 process flows, but detailed process execution expertise should come from subject matter experts—architects design the framework, experts fill in the specifics.Authority Without Credentials Is the Challenge: Unlike building architects who command automatic respect through professional licensing, business process architects must fight much harder to enforce standards and resolve conflicting demands across business units despite having comparable expertise.Content vs. Methodology Ownership: Process architects own functional content (what goes into finance or procurement processes), while methodology owners define how modeling and documentation work—these are distinct roles that may be combined early but should separate as maturity grows.Central Positioning Enables Scale: Ideally, process architects should sit in a centralized Center of Excellence or process services group rather than being embedded in individual business units, allowing them to serve the entire organization and maintain consistency across domains.If you have question or ideas for our podcast, please send them to questions@bpm360podcast.com.If you want to book yourself as a guest on our show, please use this link: https://koalendar.com/e/bpm360-podcastIf you want to interact with us, check us out on LinkedIn (https://www.linkedin.com/company/bpm360podcast/about/?viewAsMember=true) or Substack (https://bpm360podcast.substack.com/)

In this episode, the hosts challenge one of the most fundamental mistakes organizations make when building process capabilities: creating vague, catch-all BPM roles that set teams up for failure. They dissect how generic titles like "Process Manager" or "BPM Expert" obscure what people actually do and create confusion across the organization. The discussion reveals why role clarity isn't just an HR issue—it's directly tied to whether your process initiatives succeed or stall. Through real-world examples, they explore the spectrum of process roles from analysts to architects, demonstrating why each requires distinct skills and serves different purposes. The hosts emphasize that lumping everything under one umbrella role leads to mismatched expectations, poor hiring decisions, and frustrated employees. They examine how clear role definitions enable better collaboration, more effective capability building, and stronger career progression. The conversation provides practical guidance on distinguishing between process execution, improvement, design, and governance roles. Listeners learn why specificity in role design translates directly to performance and outcomes. The episode offers a framework for defining roles that actually reflect the work being done. This is a wake-up call for organizations that wonder why their BPM talent keeps underperforming or leaving.5 Key Takeaways:Generic Titles Create Generic Results: Vague roles like "BPM Expert" or "Process Manager" obscure what people actually do, leading to mismatched expectations, poor hiring, and unclear accountability across the organization.Distinguish the Four Core Functions: Separate process execution (running processes), process improvement (optimizing existing processes), process design (creating new processes), and process governance (setting standards)—each requires different skills and mindsets.Match Skills to Specific Needs: A process analyst needs data analysis and problem-solving abilities, while a process architect requires systems thinking and design expertise—hiring for "BPM" without this distinction leads to capability gaps.Role Clarity Drives Collaboration: When everyone understands who does what in the process ecosystem, handoffs become smoother, overlaps decrease, and cross-functional work becomes more effective.Career Paths Need Specificity: Clear role definitions enable meaningful career progression and skill development; without them, BPM professionals lack direction and organizations struggle to retain top talent.

In this episode, the hosts dive deep into the critical mistake many organizations make: treating surface-level process issues without addressing the underlying root causes. They introduce the concept of the "iceberg effect" in process management, where visible problems are merely symptoms of deeper systemic issues lurking beneath the surface. The discussion explores how rushing to fix what's immediately obvious often leads to wasted effort, temporary solutions, and recurring problems. Through compelling examples, they demonstrate how what appears to be a process breakdown is often actually a technology limitation, organizational culture issue, or capability gap. The hosts emphasize the importance of taking time to properly diagnose before prescribing solutions, even when stakeholders are pressuring for quick fixes. They share practical techniques for uncovering root causes, including asking "why" multiple times and examining patterns across different process failures. The conversation highlights how addressing symptoms creates busy work while solving root causes delivers exponential value. Listeners learn why investment in proper analysis upfront saves significant time and resources downstream. The episode provides a framework for distinguishing between symptoms and causes in process improvement work. This is essential listening for anyone tired of fighting the same process fires repeatedly.5 Key Takeaways:Look Below the Waterline: Like an iceberg, most process problems have visible symptoms above the surface, but the real issues—poor system integration, capability gaps, cultural resistance—lie hidden beneath and must be addressed for lasting solutions.Resist the Quick Fix Pressure: When stakeholders demand immediate solutions, invest time in proper root cause analysis first; fixing symptoms creates recurring problems while solving root causes prevents future issues from emerging.Ask "Why" Repeatedly: Use techniques like the "5 Whys" to drill down from surface symptoms to underlying causes—each answer should prompt another question until you reach the true source of the problem.Pattern Recognition is Key: Look for similar issues occurring across different processes or departments; these patterns often reveal systemic root causes rather than isolated process failures.Educate Stakeholders on True Costs: Help leadership understand that rushing to symptom-level fixes wastes more resources over time than investing upfront in root cause analysis—short-term speed often means long-term waste.

In this episode, the hosts tackle one of the most common pitfalls in business process management: when BPM teams become permanent process operators instead of enablers of change. They explore how organizations often fall into the trap of having their BPM experts do the work rather than embedding process excellence into operational teams. The discussion reveals why this creates dependency, prevents scaling, and ultimately undermines the strategic value of process management. Through real-world examples, they illustrate how BPM should function as a catalyst for organizational capability building rather than a permanent fix-it squad. The hosts emphasize that true process maturity means teaching teams to fish rather than fishing for them indefinitely. They examine the delicate balance between providing initial support and knowing when to step back. The conversation highlights how governance, clear boundaries, and outcome ownership are essential to breaking the cycle of dependency. Listeners learn why saying "no" strategically can be more valuable than always saying "yes." The episode provides practical guidance on transitioning from doer to enabler and building sustainable process capabilities. Ultimately, this is a call to action for BPM professionals to reclaim their strategic role and drive lasting organizational change.5 Key Takeaways:Break the Doer Dependency: BPM teams should enable and empower process owners rather than becoming permanent operators who do the work for them—otherwise you create unsustainable dependency and prevent true organizational capability building.Define Clear Boundaries Early: Establish upfront what the BPM team will and won't do, including time-bound support arrangements, to avoid becoming the default solution for every process problem.Focus on Capability Transfer: The goal is to build process management muscles within operational teams through training, coaching, and gradual handoffs—not to maintain control indefinitely.Tie Support to Outcomes: When providing temporary assistance, link it to measurable outcomes and specific capability development milestones to ensure teams are progressing toward self-sufficiency.Strategic "No" is Powerful: Learning to decline requests that would perpetuate dependency allows BPM teams to focus on higher-value strategic work and forces organizations to develop their own process competencies.

"Is BPM the Scapegoat for AI Failures? A Critical Look at Process Management's Future"SummaryIn 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 TakeawaysThe 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.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.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.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.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.

KeywordsAI, business processes, innovation, change management, organizational structure, data quality, Stephen Wunker, BPM, technology adoption, consultingSummaryIn 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.TakeawaysAI 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."Chapters00:00 Introduction and Personal Updates02:24 The Impact of AI on Business03:34 Stephen Wunker's Background and Expertise06:33 Innovation Processes in Large Enterprises10:13 The Role of Structure in Startups11:56 AI as an Organizational Enabler17:39 Rethinking Business Models with AI21:10 The Importance of Data Quality23:48 Emotional Aspects of Change Management30:30 Strategies for AI Integration33:32 Distributed Intelligence in Organizations36:29 The Future of AI and Human Collaboration42:54 Final Thoughts and Dilemmas

KeywordsBPM, process management, AI, trends, 2026, strategic asset, agentic AI, BPM singularity, digital twin, orchestrationSummaryIn 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.TakeawaysThe 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."Chapters00:00 Welcome to Season 503:39 Trends in BPM for 202614:15 AI's Role in BPM23:30 The BPM Singularity33:26 Closing Thoughts and Future Episodes

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 alone2. 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 toquestions@bpm360podcast.com

 In this special 10th episode of the BPM360 Podcast, Caspar and Russell connect with Swedish process leader Jesper Blomster — a self-taught digitalization expert, father of four, and the driving force behind major process intelligence initiatives in one of Sweden’s largest financial institutions. Jesper shares how he built a career not through formal degrees, but through curiosity, courage, and a deep commitment to solving real operational problems. The conversation spans personal philosophy (“nothing is impossible”), culture in Nordic organizations, and why meaningful BPM always starts with people — not tools, not automation, not tech buzzwords. Jesper breaks down his approach to stakeholder engagement, ownership, and cross-level alignment, offering pragmatic insights from the trenches of operational change. The trio also explores the limits of automation, why “optimizing five minutes” doesn’t move the needle, and how focusing on cash conversion cycles creates real business value. Jesper reflects on Scandinavia’s consensus-driven culture, how it shapes problem-solving, and why connecting people across strategic, tactical, and operational levels is the true engine of transformation. The episode wraps with Jesper’s community project AUTOMATE, a global, open network where practitioners, academics, and leaders come together to learn, debate, and explore digitalization challenges collectively. A rich, human-centric episode that embodies the spirit of BPM360: complex topics made understandable, meaningful, and connected to real people. ⭐ Top 5 Takeaways 1) People first, technology second. Real BPM breakthroughs come from understanding frustrations, motivations, and human behaviour — not from pushing tools or automation. 2) “Impossible” is often just unexplored. Jesper’s mindset — shaped by “nothing is impossible” — shows that courage, curiosity, and reframing problems outperform formal structures. 3) Ownership beats enforcement. If you help teams look good, solve their pain points, and connect their work to strategic goals, they become advocates instead of resisters. 4) Automating five minutes is irrelevant — impact the big levers. Shaving off micro-tasks doesn’t transform a business. Improving cash conversion cycles or end-to-end flows does. 5) Culture determines transformation speed.Nordic consensus culture fosters debate, commitment, and alignment — creating an environment where change is not imposed, but co-created. We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 In this episode of the BPM360 Podcast, hosts Caspar and Russell kick off with autumn vibes, coding beats in strudel.cc, and the parallels between creative open-source communities and process-management ecosystems. The discussion leads into a special segment: a live, on-site interview with Mirko Kloppenburg, returning to the show directly from Celonis Celosphere.  Mirko shares his impressions from the event, including the atmosphere of reunion, the buzz around process orchestration, and insights from hosting his standing-room-only brain date on building a process-driven organization. Together, Caspar and Mirko dive into the realities of cultural change, the pitfalls of oversimplified BPM narratives, and the increasing convergence of process management, mining, and orchestration technologies — while staying skeptical about fully replacing specialized operational systems. Back in the studio, Russell and Caspar reflect on Mirko’s perspectives: the time it takes to build true process culture, the challenges of best-of-breed vs. best-of-suite, and how organizations like Techniker Krankenkasse structure their internal BPM and automation functions for success. The episode ends with a shared conviction: process excellence is as much about people and culture as it is about software. ⭐ Top 5 Takeaways1) Culture eats BPM for breakfast. Building a process-driven organization takes time and relies far more on mindset, shared language, and process ownership than on tools alone. 2) Convergence doesn’t mean replacement. Even as process mining, modeling, and orchestration converge in platforms, core operational systems won’t simply disappear — API-driven integration remains key. 3) Simplicity attracts, complexity sustains. Like Strudel’s web version vs. its deeper coding layers, BPM needs both: fast wins to excite people and strong governance to keep things running. 4) Community matters as much as technology. Events like Celosphere succeed because they bring people together — cross-pollinating ideas, experiences, and practical lessons that pure tooling can’t deliver. 5) Best-of-breed vs. best-of-suite is still an open battle.Large organizations seek harmony across mining, architecture, BPM, and orchestration — but finding the right compromise often matters more than choosing one camp.  We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 In this episode of the BPM360 Podcast, Caspar and Russell welcome James Davies — CEO of Kinetic Data — for a deep dive into the past, present, and future of enterprise workflow orchestration. James shares his unlikely origin story: from a teenage helpdesk agent diagnosing dial-up modems to leading a platform used across major government and Fortune-2000 organizations. The conversation explores why Kinetic Data deliberately avoids rigid BPM standards, how it decouples user experience from systems of record, and why freedom to change is becoming mission-critical as organizations try to escape the gravitational pull of mega-SaaS vendors. James explains how his team designs human-centric workflows, enables modular front-ends, and reduces dependency risks that lock enterprises into a single platform’s UX, pricing, or AI strategy. The trio dig into real examples — from US Army data clean-up to COVID laptop distribution at scale — illustrating how orchestration can stay lightweight without becoming another monolithic “monster system.” They also tackle citizen development, governance challenges, and the rise of AI agents inside enterprise processes.  The episode closes with James’ outlook on the future: AI as a decoupled layer across the enterprise stack, easier integration, more low-code capability, and true citizen development grounded in guardrails rather than chaos.  A rich, energetic session packed with honest insights on data, orchestration, AI, and the evolving role of BPM in large enterprises.  We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

In their 50th milestone episode, Caspar and Russell take a step back to reflect on the BPM 360 journey—50 episodes, 5,000 downloads, and countless insights into the evolving world of business process management. The hosts discuss recent market shifts, including ServiceNow’s acquisition of Apromore, and explore how major platforms like ServiceNow and SAP are reshaping their strategies toward end-to-end orchestration, process intelligence, and platform ecosystems. They also celebrate the growing BPM podcast community and hint at what’s next for BPM360 and beyond. 🔑 Five Key Takeaways: BPM 360 Turns 50: The podcast celebrates its 50th episode and over 5,000 downloads, reflecting on how the BPM landscape continues to evolve without losing steam.ServiceNow Goes Process Mining: The acquisition of Apromore signals ServiceNow’s ambition to move from service management into holistic process orchestration and intelligence.SAP’s Platform Play: SAP’s Clean Core and BTP approach focuses on creating an open, extensible platform ecosystem—contrasting ServiceNow’s vertical integration strategy.The Future Is Orchestration: True business value lies above the application layer—in orchestrating data, processes, and AI-driven agents across systems rather than within silos.BPM Community on the Rise: With new podcasts like Mining Your Business returning and initiatives like the BPM Alliance, the global process community is growing stronger and more connected than ever. We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 In this lively episode of the BPM 360 Podcast, Caspar and Russell welcome Liam O’Neill, Managing Director of BPM-D, for an engaging conversation about how process management must evolve from compliance-driven legacy practices to orchestrated, data-driven business transformation. O’Neill shares lessons from a decade of BPM consulting across Europe, explains why many BPM teams get stuck in “quality management mode,” and envisions a future where orchestration, digital twins, and human-centric ownership reshape enterprise performance. 🔑 Five Key Takeaways: Legacy BPM’s Trap: Many organizations remain stuck in compliance and documentation loops—producing models for auditors rather than value for operations.Make BPM Business-Relevant: Process management must focus on clear business outcomes and user value; otherwise, it risks becoming a siloed architecture exercise.The Next Wave—Orchestration: True progress lies in connecting people, systems, and automations end-to-end through orchestration layers and digital twins that offer real-time insight.Ownership & Gamification: Embedding process ownership into job roles (and even incentives) drives accountability—while gamification can make BPM adoption fun and sustainable.Cultural Nuances Matter: Northern Europe leads in BPM maturity—more direct, data-driven, and innovation-friendly—while the UK and others still lean on Lean Six Sigma and QMS traditions but are catching up fast.  We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

WARNING: This episode is in German - Caspar again exposes his hidden language capabilities! :) In this engaging episode of BPM360, hosts Caspar and Russell sit down with BPM veteran Sven Schnägelberger, founder of BPM&O. Sven’s journey from freight forwarding clerk to IT leader to BPM pioneer is rich with insight. He reflects on how BPM moved from workflow automation to strategic process management, shares how he built one of the largest process-management communities in Germany, and reveals how he’s now embracing AI-driven agents to reshape how organizations work. Full of practical stories, bold predictions and forward-looking ideas, this episode is a must-listen for anyone shaping the next era of BPM. 🔑 5 Key Takeaways BPM is more than flowcharts – Successful process management lives in the minds of people and how they organise themselves, not just in diagrams.Three perspectives must converge – Strategy, process methods/automation and change management remain frequently separated, yet must be integrated for lasting impact.Communities drive sustained BPM success – Sven built a deep BPM community early on, proving that outside-in exchange and shared frameworks (e.g., the “Eden” maturity model) matter for progress.Automation isn’t the endpoint—Intelligence is – As Sven puts it, pure workflow engines are giving way to AI-based orchestration, knowledge graphs and context-rich automation for the 70% of work outside structured data.Tools change, mindset endures – While BPM tools evolve fast (e.g., AI integration, new platforms), the underlying question remains the same: how do we link organisation strategy to operational process design and execution? We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 Strap in, process nerds — this episode of the BPM360 Podcast with Holger Wüsthoff is a wild ride through the evolution of process work, from “they dragged me into SAP” stories to bold claims about process-driven AI. Caspar, Russell, and Holger spar over whether business must bend to systems or if systems should dance to business moves — and land squarely in the middle: pick your horse (process), then pick your saddle (system). Holger brings decades of global transformation scars and wisdom: culture doesn’t care how good your blueprint is, adoption kills more projects than tech ever will, and data is the “secret sauce” no one loves to talk about. He challenges us: tools and AI are exciting, but they’re useless unless grounded in reality. So yes, we cover “process first” philosophies, cloud vs custom tension, cross-cultural rollout tales, and even how printing-ink companies clue us into new process/AI frontiers. Laughs abound (especially when we mock how AI fails simple image raids), but beneath the levity lies serious truth: BPM without process intelligence is like a car with no steering wheel — cool engine, useless overall. Key Takeaways1. Engineers sometimes get “drafted” into process roles Holger originally came from mechanical engineering and got pulled into process management through quality/ISO 9001 duties and an SAP implementation. Sometimes your path finds you.2. Systems don’t drive business — processes (and choices) doBack in the day, the system was a “given” and business adapted to it. Holger argues we’re in a shift: pick your processes, and let the composable system support them—not dictate them.3. Cloud and standardization demand balanceIn cloud-first/SaaS environments, customization is limited, so organizations need to harmonize processes, pick what’s essential and where differentiation really belongs.4. Culture + adoption = the biggest hurdleIn global rollouts (for example, India vs Spain) you see that mindset, timing, and local habits matter more than tech. Change is slow; having patience and adapting to culture makes or breaks success.5. Data, not tools, is the real fuel for AIYou can have the slickest AI or toolset, but if your data is incomplete, messy, or siloed, you won’t get far. Holger stresses that people + data > system hype. We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 In this lively BPM360 episode, Caspar and Russell sit down with Prof. Hajo Reijers, whose career spans coding, consulting, and co-authoring the BPM field’s “bible.” The discussion is as energetic as it is insightful: from the quirks of workarounds in hospitals to the excitement of process hackathons, from redesign heuristics to the promise (and pitfalls) of AI in BPM. With plenty of laughs, real-world anecdotes, and a contagious enthusiasm for processes, this conversation shows why BPM is both a serious discipline and a source of endless curiosity and fun.  🔑 Key Takeaways Applied Nature of BPM – BPM is both an academic discipline and a practical craft; lasting impact comes from linking research with real organizational challenges.Process Redesign Heuristics – Simple, experience-based improvement patterns have become some of the most cited contributions in the field.Value of Practice–Academia Hybrids – Consulting experience and academic rigor together provide fertile ground for impactful BPM research and teaching.Rise of AI in BPM – Large language models and AI agents are rapidly lowering the barrier from theory to practice, opening new ways to validate, optimize, and document processes.Workarounds as a Research Frontier – Detecting and analyzing workarounds shows how different roles (doctors, nurses, admin staff) experience processes differently, highlighting the gap between “happy flow” models and reality. We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com

 In this episode, Caspar and Russell kick things off with Russell’s mole invasion at home (a perfect metaphor for stubborn BPM stakeholders who pop up where you least want them). From there, they dive deep into why so many AI pilots collapse before reaching scale, and how process management must act as the “guide rails” for AI to deliver real business value. Expect analogies from mountain bike races, a Dunning-Kruger reality check, and a candid discussion on why “there is no AI without PI.”  🔑 5 Most Interesting Takeaways Moles = Stakeholders → Resistant people in BPM projects behave like moles: they vanish when you need them and resurface in the worst places. Don’t take it personally—understand their nature.AI Pilots Often Fail → Up to 95% of AI pilots collapse because they chase hype, lack governance, and don’t connect to core business processes.Process Intelligence Is Essential → “No AI without PI”: AI must be guided by process context (process mining + management) to be sustainable and compliant.Agility Over Perfection → Unlike traditional IT rollouts, AI requires iterative testing and adaptation—the tech evolves too fast for one-off pilots.Humans Still Matter → While AI can optimize structured, system-based steps (like purchase-to-pay), the “black spots” where human judgment rules remain the biggest opportunity—and risk. We hope you enjoy our BPM Podcast.Subscribe and stay tuned for more.Please send us your comments and questions toquestions@bpm360podcast.com