In my experience, it is the best option so far. BPM (how to use processes to manage the enterprise) is good as the language of business for the following reasons:
- BPM main “tool” -- process (an explicitly-defined coordination of activities to create a particular result) – makes the business EXPLICIT.
- BPM makes its processes EXECUTABLE (what you model is what you run) – thus predictable (if you want).
- Processes in BPM can be rather flexible (see http://improving-bpm-systems.blogspot.com/2010/12/illustrations-for-bpm-acm-case.html ).
- BPM uses the business artefacts: events, rules, roles, data, documents, KPIs, audit trails, activities, etc. – practically everything from business architecture (see http://improving-bpm-systems.blogspot.com/2011/02/explaining-ea-business-architecture.html ).
- With BPMN, BPM may express different practical patterns which are applicable in different business areas (those patterns are easier than well-known workflow patterns).
- Proper implemented BPM can considerably speed up the evolution of the business.
- If the business wants to share its language with the IT then BPM works well with EA, PMO, SDLC, SOA, etc.
Sure, that BPM is in favor of control-based coordination which is not sufficient in all cases. Nevertheless, BPMN allows also some event-based coordination (see http://improving-bpm-systems.blogspot.com/2011/01/explicit-event-processing-agents-in.html ).
Although BPM has no commonly-agreed-between-BPM-gurus terminology but those differences are not dramatic.