Ideas for #BPMshift - Delenda est "vendor-centric #BPM"

From http://blogs.gartner.com/elise-olding/2014/04/02/introducing-bpmshift-bpm-is-dead-long-live-big-change/ and http://www.linkedin.com/groupItem?view=&gid=1847467&type=member&item=5857498506226319361 and http://bpm.com/my-bpm/forums/is-a-big-change-ahead-for-bpm

“At Gartner we believe that BPM practices as we know them won’t cut it in the future.”

Agree, the current BPM practices are non sustainable - BPM is often the reinventing the wheel in each enterprise, in each process and in each BPM tool. I think that the root-cause is the vendor-centric nature of the current BPM.

As any normal industry, the BPM industry must have 

1. commonly-agreed BPM terminology, 
2. a BPM reference model (for example, http://improving-bpm-systems.blogspot.ch/2010/02/bpm-reference-model-fragment-01.html ), 
3. BPM reference architecture, 
4. process patterns (for example,http://improving-bpm-systems.blogspot.ch/search/label/practical%20process%20patterns ) and 
5. view that enterprise is a system of processes (for example, http://improving-bpm-systems.blogspot.ch/2014/03/enterprise-as-system-of-processes.html).

Ideal BPM practices should be able:

• execute various coordination techniques (http://improving-bpm-systems.blogspot.ch/2014/03/coordination-techniques-in-bpm.html) without jumping from one BPM tool to another.
• ready-made best business practices as process fragments.
• fit to customer-experience-as-a-process (http://improving-bpm-systems.blogspot.ch/2013/06/practical-process-patterns-cxaap.html).
• detect performance bottlenecks.

With the ideal BPM practices, the Elise’s list can be addressed in the following way:

• is no longer a front and back office – all of your enterprise is the front office ==> classic ad-hoc/dynamic processes and classic static processes will co-exist in the same BPM execution environment.
• employee is customer facing ==> a task for a customer may happen at any point in a process (and all exchange between an employee and a customer will be traceable).
• will fall to the wayside – emerging organizational structures like holocracy will replace traditional org structures ==> process template will define the optimal org structure to execute the processes
• view of end-to-end processes will be obliterated – order to cash will not exist ==> system of processes will may have more complex topologies
• analysis will replace process analysis ==> process template and data collected from process instances will be used to analyse the behaviour of enterprises and customers

Delenda est vendor-centric BPM,
AS