I am very happy to share with you inspiring answers from three more experts. Below you can learn more about the role of process automation and customer experience in modern BPM and have a glimpse into the future!

As always, you can either read everything or use the navigation below. Enjoy!
Boris Krumrey
Clay Richardson
Steve Towers

Boris Krumrey

Boris Krumrey, the Global VP Automation Innovations at UiPath, is responsible for driving the UiPath Automation Innovation agenda to transform organisations with Agentic AI for customers and partners, showing the art of the possible with AI. Boris invented and runs the UiPath Innovation Labs, which he describes as the “Agentic Automation Kitchen” to inspire businesses exploring new customer and work experiences. In his initial role as Chief Robotics Officer at UiPath, he led the product roadmap and the integration design for RPA and AI technologies.

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1) How do AI and other trends impact the way organizations manage and run their processes?

AI is pushing organizations from “process flows” toward end-to-end work systems that combine deterministic orchestration + adaptive agentic work.

• Deterministic orchestration remains essential for enterprise scale: clear execution semantics, auditability, predictable outcomes, and governance.
• AI agents expand what can be automated beyond structured tasks into interpretation, drafting, summarization, classification, exception handling, and guidance under ambiguity. But more importantly depending on the selected model and context grounding capability AI agents expand to reasoning, planning, analysis and making decisions.
• Multi-agent systems increasingly break linear process/case thinking: an orchestrating agent coordinates work while specialist agents handle different stages of a case and can reorder, revisit, or escalate steps based on context—more like humans managing real-world work.
• This increases the need for an orchestration layer (e.g., UiPath Maestro) to keep adaptive behavior inside guardrails and measurable outcomes, rather than letting execution become freeform and hard to govern.
• A parallel trend is “prompt-only workflows” (natural language specs in markdown, etc.). This can be useful for prototyping but often struggles in enterprises due to governance, auditability, scalability, and LLM cost/latency.

2) What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Core BPM skills stay relevant—but the role expands. In 2026, BPM value comes from combining process discipline with agentic capability and operational reliability.

Skills & techniques

• Agentic design fundamentals: defining agent goals and constraints, choosing tools, designing grounding/context (RAG) plus memory, guardrails rules, setting confidence thresholds and escalation rules, and evaluating outputs.
• Orchestration-first thinking: designing for exception paths, retries, compensations, human-in-the-loop approvals, and evidence/auditability.
• Multi-agent and adaptive case patterns: understanding how orchestrating agents coordinate specialized agents across case stages.
• Case management / CMMN-style thinking: modeling non-linear, event-driven, situational work that doesn’t fit a strict flow.
• BPMN as execution backbone: BPMN remains important in enterprise automation; it provides a deterministic, inspectable model.

Behaviors & attitudes

• Prototype quickly, operationalize deliberately: experiment fast but insist on governance, observability, and measurement before scaling.
• Outcome orientation: prioritize measurable business impact over perfect modeling artifacts.
• Governance-by-design mindset: treat safety, compliance, and accountability as design inputs, not after-the-fact additions.

Important forward-looking point: to model agentic work better, BPMN likely needs to evolve (or be extended) with an “Agentic Task” concept that visualizes what’s inside the agent step: allowed tools, grounding sources plus memory, guardrail rules and internal decisioning/escalation gates.

3) What are the best resources to learn those skills?

UiPath resources (hands-on, enterprise-relevant)

• UiPath Academy – Agentic Automation Associate Training
  https://academy.uipath.com/learning-plans/agentic-automation-developer-associate-training
• UiPath Academy – Build your first agent with UiPath Studio Web
  https://academy.uipath.com/courses/build-your-first-agent-with-uipath-studio-web
• UiPath Academy – The UiPath Maestro collection (BPMN + orchestration)
  https://academy.uipath.com/learning-plans/the-uipath-maestro-collection
• UiPath Community Edition (to experiment)
  https://docs.uipath.com/overview/other/latest/overview/product-download

Broader BPM resources

Well, this community would know best

4) Which skills are no longer relevant or not practically applicable yet (hype)?

A few things to be cautious about:

• “Prompt-only BPM” / fully freeform agent execution as the default: great for
  experimentation, often not enterprise-ready for governance, auditability, predictability,
  and cost/latency at scale.
• Fully autonomous agents for core regulated processes: still more aspiration than
  default; hybrid patterns (deterministic backbone + bounded agentic tasks) will
  dominate.
• DMN as the universal answer for decisioning: DMN won’t disappear, but in many
  cases decisioning becomes hybrid—rules where precision matters, agents/AI where
  judgment under ambiguity is needed. So DMN may be used more selectively or in
  combination.
• Notation purity without operationalization: focusing on diagram perfection while
  ignoring execution reliability, exceptions, evidence, and measurement is increasingly
  unhelpful.

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Clay Richardson

Clay Richardson is the Chief eXcelerator at Digital FastForward. Through his advisory firm, he partners with enterprise leaders to reposition automation and AI platforms as strategic growth engines. He previously served as an analyst at Forrester Research, where he helped shape how global enterprises adopt low-code and intelligent automation at scale. Today, he advises organizations on aligning platform investments with executive mandates, measurable ROI, and long-term operating impact.

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BPM Skills in the AI Era: A Field Briefing from 2028

By Clay Richardson
Founder, Digital FastForward
Former Forrester Analyst (BPM, Intelligent Automation, & Low-Code)
March 16, 2026 March 16, 2028

Intro

Given how quickly things are accelerating around AI, I decided to approach these questions from a different perspective.

Instead of answering through the lens of 2026, I’ve framed my responses below as a “Briefing from March 16, 2028”, looking back at how BPM skills actually evolved over 2026 and 2027. Based on the work I’m currently doing with clients across enterprise automation, workflow platforms, and solution design, many of the patterns shaping that future are already visible today.

Taking this lens makes it easier to separate practical guidance from hype, while also challenging BPM practitioners to move beyond BPM and into the AI era. During my time at Forrester, I pushed the industry to abandon the term BPM altogether, as it had become synonymous with long-running initiatives that failed to deliver sustained value.

What follows is not a prediction, but an open door to a different future — one that replaces BPM with a more direct and accountable practice: Value Acceleration.

1. How do AI and other trends impact the way organizations manage and run their processes?

From 2026 to 2027, most enterprises rushed into what later became known as the enterprise AI-slop era. Vibe-coding tools dramatically lowered the cost of transforming business operations. Some organizations used consumer platforms like v0, Cursor, and Claude Code, while others adopted enterprise-grade environments from vendors like Pega and ServiceNow.

This led to an explosion of AI-generated workflow applications. Most were built quickly and in silos, resulting in fragmented architectures and operational chaos. Systems that worked in isolation failed when deployed across the enterprise.

By late 2027, many of these efforts converged into AI-orchestrated work platforms coordinating systems-of-work across humans, agents, and autonomous endpoints. But the damage was already done — failed initiatives, fragmented architectures, and significant technical debt.

In response, organizations began dismantling traditional process improvement programs and replacing them with value-governance teams focused on prioritization and measurable outcomes aligned with business strategy.

One of the biggest surprises was that by mid-2027, many organizations temporarily paused new AI initiatives to reorganize around AI-accelerated value and AI-driven solution design.

At the same time, the separation between design and build collapsed. AI-native development environments allowed solution designers to move directly from concept to implementation, fundamentally reshaping the enterprise solution lifecycle.

2. What skills, techniques, behaviors, and attitudes help practitioners create value?

Looking back from 2028, traditional business analyst and business architect roles were among the first to disappear. Organizations no longer needed teams dedicated to documenting processes once AI could generate that documentation instantly.

What separated relevant practitioners from those left behind was not documentation expertise, but capabilities like facilitation, stakeholder alignment, influence, and systems thinking.

The most important shift was from design thinking to systems thinking. As enterprises deployed increasingly autonomous systems, leading practitioners developed a macro view of how humans, AI agents, platforms, and data operate together as a cohesive system.

This shift elevated the role of the solution designer, responsible for designing complete systems-of-work rather than individual processes. By 2027, a single solution designer working with AI-native tools could accomplish work that previously required teams of product managers, analysts, designers, and scrum masters.

3. What are the best resources to learn those skills?

Looking back from 2028, the most valuable skills were the ones AI couldn’t do — the ones that didn’t scale. As knowledge became fully democratized, the differentiator shifted from access to information to the ability to operate effectively in complex systems. This made many traditional learning paths — including certifications — far less relevant.
For practical and technical skills, practitioners relied on just-in-time learning. Tools like ChatGPT and Claude, along with embedded platform guidance, enabled real-time learning and application. This was paired with experiential learning, where practitioners built systems directly using AI-native development environments. Traditional process design training largely disappeared.

For non-scalable skills, practitioners turned to more immersive approaches. Many invested in high-performance coaching to develop clarity, energy, and influence, while others took acting and improvisation classes to improve adaptability in dynamic stakeholder environments.

At the same time, learning around mindset and trust became essential. Books like The Outward Mindset helped practitioners collaborate across systems and align stakeholders around shared outcomes. Systems thinking also became foundational, with sources like The Fifth Discipline shaping how practitioners understood systems-of-work.
In the end, the most valuable capabilities were tied to trust, value orientation, and systems-level thinking.

4. Which skills are no longer relevant or are hype?

Looking back from 2028, many of the skills and capabilities foundational to BPM did not translate into an AI-native world. The clearest example was manual process modeling and documentation, which became increasingly irrelevant as AI could generate and adapt workflows in real time.

Similarly, significant effort was spent developing skills around frameworks, notations, and methodologies that had limited impact on outcomes. Certifications persisted, but did little to prepare practitioners for dynamic, AI-driven systems.

Even categories like low-code and citizen development, once seen as the future, were effectively declared dead by mid-2026. As AI-native development matured, the distinction between “builder” and “non-builder” collapsed, making these categories — and their associated skills — largely irrelevant.

Perhaps the most important shift was the decline of skills focused on process optimization without value alignment. By 2028, organizations no longer prioritized localized automation efficiency improvements unless they were directly tied to business growth mandates.

What endured were skills that prioritized designing, orchestrating, and governing systems-of-work that deliver value.

The most relevant practitioners moved beyond process thinking toward systems thinking, value orientation, and enterprise orchestration.

The future did not belong to those who mastered process — it belonged to those who could govern value across systems.

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Steve Towers

With over 40 years of experience in the private and public sectors, Steve is one of the world’s top 30 global CX experts. His courses are peer-reviewed and ranked in the world’s Top Ten (2025). He has been recognized internationally in the CX, BPM, EA, and LSS domains.

He has been awarded the
> Global Top 30 Guru CX 2025
> Top 30 Guru CX 2024
> 12 Gurus to Follow 2024
> CX Network Top 50 CX Influencers 2024
> Global Guru in CX 2023
> Global Guru in CX 2022
> Top 50 Customer Experience Influencers 2021
> Top Global Guru in Customer Service 2021
> Global 200 CX Leader 2021
> Top 150 Global CX Thought Leaders 2020
> Top 30 Guru in 2020
> Global Customer Service Expert in 2019
> OPEX Global contributor of the year 2018
inducted into the
> Enterprise Architect World Hall of Fame in 2011
In 2007, at Gartner’s Annual Summit, he received the
> Lifetime Achievement Award for Contribution to Business.

Steve has demonstrated his leadership and influence as the visionary founder of the BP Group, the world’s first and largest network for BPM and CX specialists. He also serves on the steering committees of major corporations, advises global leadership teams, and is a respected start-up investor. He has been acknowledged as an inspirational speaker with several No. 1 Best-selling books.

Steve has a proven track record of success in helping businesses & people transform themselves. He is recognised as a sought-after visionary in leading global enterprises. He uses tried-and-tested approaches from the world’s top achievers to help you codify your success, happiness & future. With hundreds of excellent testimonials, Steve is the perfect person to help you solve your customers’ experience challenges, make them work, understand and plan for them, and succeed.

Specialties include: Board Advisor | Customer Experience | Business Process Management | Business Transformation | Operational Excellence | Digital Transformation | AI for profit | Lean Six Sigma | BPM | BPR | Outside-In | CEMMethod

Steve lives with Penny, my wife of 40+ years, and family in the UK.

To kickstart your success, call Steve at +44 7429 518277 or visit him at http://www.stevetowers.com.

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Which BPM skills will be hot in 2026? (Outside-In is the divider)

You’ve heard this story.

Office full of clever people.
Screen flipped to show process map.
Someone declares. “We just need to automate it.”
And then customer reality walks through the side door.
“I had to chase you”
“I had to repeat all of that information”
“How could this take three weeks?”

That’s when BPM chooses between staying in the weeds, or becoming a competitive performance discipline.

Because in 2026, hot BPM skills aren’t about fancy new diagramming techniques.

They’re about designing operations that actually deliver customer outcomes, at speed and scale, with control.
That’s why Outside-In is never been more relevant.
And why I keep coming back to the CEMMethod.
Not as another buzzword.
As the practical foundation that keeps improvement efforts from devolving into internal theatre…

2026: BPM matures (at last)

Automation is now the easiest thing. AI assistants abound. Low-code tools are ubiquitous.
That’s great…if your focus is replacing humans.
But most businesses aren’t just trying to automate away people.
They’re trying to create customer experiences that make buyers happy, drive loyalty, and encourage upsell.
As work gets automated from top to bottom, those who rely on manual effort will get crushed.
They’ll either automate like crazy…
Or they’ll fail to change.
Here’s the new game:
1) Outside-In process architecture (don’t redesign processes, design experiences)
2) Process knowledge (use data to understand current-state performance)
3) Simplify aggresively (design experiences with humans, bots, and AI working together)
…and more!

…but let’s reality check. In theory theory works but in practice theory fails.

I’ll walk you through three examples that bring new game skills to life.
…and one punchline on why BPM + Outside-In = everything coming together.
Ready?

1) Outside-In process architecture (experiences first, processes second)

Questions you ask as an Inside-Out designer:

• “How do we run this department faster?”
• “How do we serve this product more efficiently?”
• “How do we automate this task?”

Questions you ask as an Outside-In designer:

• “What experience are we trying to create for the customer, start-to-finish?”
• “What is the Successful Customer Outcome?”

Example: insurance claims

The old way

One process force fits the customer experience.
Treatment goes from triage, to assessment, to repair, to payment.
The customer calls for an update. Rinse and repeat.
No single group owns the full experience.
Everybody focuses on their internal process.
The customer gets lost in the shuffle.

Solution: Outside-In design.

You might have multiple underlying processes internally.
But you design around one unifying claim experience.
And the internal workflows adapt to support it.
Compare that to the “customer experience” outlined above.
Faster? Sure.
Empathetic? Not exactly.
But here’s the thing.

Outside-In processes are not “softer”.

They are actually stronger.

Why? Control.

When you’re solving for the entire experience instead of your tiny process slice, you build complete ownership at the top.

• Hiccups get the attention they deserve.
• Customers aren’t handed off willy nilly.
• This is a desired outcome at every interaction.

To put people first, you need supple experiences.
That means exception handling built into the fabric of how work gets done.

2) Process knowledge (stop guessing, start measuring whats-going-on-actually)

By 2026, workshops aren’t enough.
Sure, you can hold a meeting and decide what you “think” is happening.
But the best BPM teams use data from the actual execution environment to show what is really happening.

• Delays.
• Exceptions.
• Rework loops.

Example: bank account onboarding

It feels like the credit check is the slow step.
Until you use process information to show where the pain is actually happening.
Customers are mailing in their documents…over and over.
They can’t read your instructions.
So they call, get clarification, and start all over again.
So you fix up the document request.
Simplify language, reduce ambiguity, clarify steps.
Then automate the steps that can’t be messed with.
Outside-In the secret sauce:
Elapsed and cycle time matters.
…but so does customer effort and experience predictability.
If you don’t know what your customers see, you don’t know the whole story.
So measure the process from their POV too.
Connect it back to your customer account health scores so you can act.

3) Orchestration (putting people, automation, and AI together without destroying reliability)

Holy automation, Batman.
2026 will not be framed as a battle of “BPM vs AI”.
Oh no.
BPM will become the control layer that enables AI to be safe, measurable, and scalable.

Example: contact centre
AI can write first draft replies.
Summarize customer calls for agents.
Rock your world.

But what happens if it starts autonomously triggering claims?
Escalations?
Shipping orders?
Suddenly your AI has multiplied your downstream errors by a factor of…
MACHINE SPEED.
When you’re designing processes that work WITH AI (and not merely for IT), reliability is king.
That means defining the process states.
Making decisions explicit.
Guiding AI to only do the predictable “messy middle”.
And letting people handle the high-risk exceptions.
Scales like nothing else.

4) Decision intelligence (making “why” auditable again)

As soon as AI enters the conversation…
CEOs and boards want to know one thing:
“Explain that decision to me.”
Get used to it.
That means decision modelling is about to become a red-hot skill.
Not fuzzy concepts of “policy”.
Clear definition of decision logic that can be tested, managed, improved.

Example: public sector service eligibility

Someone either gets approved or declined.
But when you’re dealing with people’s livelihoods, you need to be able to tell THEM why.
AI can help you sort documents.
Flag potential risk points.
Augment processing power.
…but the actual decision needs to be clear, logical, and above reproach.
Outside-In the secret sauce:
People chase you when they don’t understand the what and the why.
Stop failure demand from happening in the first place.

5) Process observability (management by fact, at scale)

Observability will shift from being a “nice to have” reporting feature…
To a foundational skillset.
Built into process design from day zero.
Not fancy dashboards hacked together after your app is finished.
Signals and metrics you can use to see process health.

• Detect drift.
• Catch failure modes.
• Reduce rework.

Example: retail returns
“You improved handling time by 30%!”
…but customers are MORE irritated than ever.
Why? You only measured how fast your employees work.
“We’re expediting returns but no one is getting resolved.”
“They keep transferring me to another department.”
Don’t let this be you.
Measure what customers see.
Connect back to your service experience metrics.
That’s CEMMethod in action:
closing the loop between customer experience and process improvement.

6) Experience-led standardisation (only standardise where it helps)

Experience-led standardisation is the holy grail.
Standardise where consistency adds value.
Protect flexibility where the customer experience matters most.

Example: healthcare patient discharge
Yes, some things need to happen every-single-time.
…but not everything.
So you create a standard way of working that provides consistency.
But you bake in intentional flexibility for your agents to handle exceptions.
Throw away the pillowcases.
Corridor CPR doesn’t scale.
…but built-in flexibility does.

7) Change activation (because your workers gotta use it)

You know what doesn’t exist?
Processes that no one follows.
Upload your fancy new process to the SharePoint portal.
Or…
Guide your workers at the moments of truth,

• right there in front of the customer,
• on the device they’re already using.

I’ll let you guess which drives actual change.
– – –

Conclusion

When’s the last time you saw BPM done right?
Operations execute flawlessly.
…and customers complain about nightmarish experiences.
Don’t choose BPM as a SILOED activity.
Choose BPM + Outside-In thinking.
Connect your operational efforts to the front-line experience.
…and own the entire experience from end to end.
Like we just talked about.

Simple 10-skill checklist for 2026 BPM:

1. Outside-In experience-to-process design
2. Process mining & process intelligence
3. Process observability (signals that drive behaviour, not vanity metrics)
4. Orchestration design across people, bots, and AI
5. Decision modelling & decision governance
6. Exception management & “casey” thinking
7. AI for BPM (because it helps…some. And sometimes it hurts.)
8. Experience-led standardisation (when to standardize, when to flex)
9. Change activation & adoption strategy
10. Value storytelling (connecting process efforts to customer outcomes + the triple crown)

My new book “Everyone Loves Great CX – Your Customer Experience Playbook” is now available. We review the themes here and turn them into an Actionables.

Learn more here: https://bpgroup.org/everyoneloves

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Check out the thought-provoking answers from 10+ BPM experts.

As always, you can either read everything or use the navigation below. Enjoy!
BJ Biernatowski
Marlon Dumas
Renata Gabryelczyk
Paul Harmon and Vahid Javidroozi
Thomas Hildebrandt
Michael Hill
Martin Holling
Sandeep Johal
Emiel Kelly
Guillermo Lopez
Matúš Mala
Morten Marquard

Which BPM skills will be hot in 2026

Now, let’s dive into the answers.

BJ Biernatowski

BJ Biernatowski is a digital transformation leader specializing in AI-driven process optimization, intelligent automation, and global operations. He has spearheaded large-scale initiatives at Microsoft, Amazon, UnitedHealth Group, and Nordstrom, consistently delivering measurable impact. His expertise spans process modeling, AI-assisted decision-making, and integrating emerging technologies across complex ecosystems.

Passionate about blending strategy with innovation, BJ designs scalable systems that accelerate agility and long-term competitiveness.

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bjbiernatowski@hotmail.com

How do AI and other trends impact the way organizations manage and run their processes?

AI is accelerating demand for automation, but it’s also exposing gaps in how organizations design and manage their processes. Many teams are dropping AI into the middle of operations without the process architecture, governance, or delivery discipline needed to make it successful. The result is predictable: user pushbacks, inconsistent outcomes, and solutions that don’t scale.

At the same time, the top-down push for “more AI everywhere” often outpaces the operating model needed to guide workers on how to apply these tools responsibly and effectively. Without clear workflows, roles, and guardrails, AI becomes fragmented and difficult to integrate into day-to-day work.

Interestingly, the most successful AI adoption is happening bottom up. Individual practitioners are figuring out how to use AI to extend themselves, close skill gaps, and take on more responsibility. Their success highlights the opportunity and the need for organizations to build the process foundations that allow these wins to scale across the enterprise.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

AI gives experienced BPM practitioners a huge amount of leverage: faster analysis, better pattern recognition, and the ability to step into work that used to require years of experience. But it doesn’t magically give people the skills needed to adopt and scale these technologies. If anything, it makes the gaps more visible. The organizations creating real value in 2026 are the ones pairing AI with strong process fundamentals. Companies trying to “go faster” without redesigning workflows or strengthening their operating models are running into predictable issues: hallucination-driven errors, unclear system behavior, heavier workloads, and the wear and tear that comes from accelerating work without improving it.

For practitioners, the opportunity is massive. AI flattens access to knowledge-intensive parts of BPM and digital transformation, letting people move into areas they haven’t touched before. But the differentiators are still human: process literacy, critical judgment, the ability to design and govern AI-enabled workflows, and the discipline to apply these tools responsibly. Those are the skills that turn AI from a cool tool into a real operational advantage.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The best resources depend on the AI Copilot or automation platform your organization uses. We’re back in a world where vendor ecosystems matter. Microsoft, AWS, UiPath, and others all offer structured academies, hands-on labs, and certifications that map directly to the tools practitioners use every day.

University programs and executive courses can be useful, but they’re expensive and often too theoretical for practitioners who need to design, build, and run AI-enabled workflows. The work itself, infusing AI into workflow automation engines like Microsoft’s Copilot ecosystem, or UiPath’s automation fabric, is technical and requires direct access to the technology. Real learning happens inside the platforms themselves.

For most practitioners, the optimal path is vendor academies backed by certifications and hands-on experimentation. That combination builds practical, platform-specific skills that translate directly into value for the organization.

Which skills are no longer relevant or not practically applicable yet (hype)?

Portions of this answer were developed with the help of AI:

“AI strategy” without operational grounding
High-level AI strategy frameworks that don’t connect to actual systems, data, or workflows sound impressive but rarely lead to implementation. Organizations need practitioners who can execute inside the platforms, not just talk about AI at a conceptual level.

Fully autonomous AI agents replacing human oversight
There’s significant hype around “hands-off” AI agents that can independently design, build, and deploy workflows. In practice, no enterprise platform allows this without strict governance, human review, and guardrails. The idea is interesting, but it’s not something organizations can safely operate today.

“No-skills-needed” AI development
The narrative that AI eliminates the need for technical, architectural, or process skills is misleading. AI accelerates work, but it doesn’t replace the need for process modeling, data quality, governance, workflow design, or integration fundamentals. The belief that AI can compensate for weak foundations is hype that sets teams up for failure.

Prompting and generic AI literacy as career differentiators
Prompting is becoming table stakes, not a specialty. Platforms are rapidly abstracting it behind copilots, templates, and automation patterns. Similarly, standalone “AI fundamentals” courses disconnected from actual platforms have limited practical value – they don’t teach practitioners how to build or deploy anything. The durable skills remain workflow design, data modeling, integration, change management, and governance. Those are the fundamentals that let practitioners execute, not just discuss.

If you want to deliver value to organizations in 2026

Agentic AI is moving into a broader adoption phase in 2026. Definitions vary by platform, but the pattern is consistent: most agents still operate inside a single vendor ecosystem, with early signs of cross-agent integration emerging. That power comes with tradeoffs, especially vendor lock-in, but the capabilities go far beyond what traditional RPA can deliver. Many RPA use cases will be absorbed by agentic AI because agents can reason, adapt, and operate across workflows instead of following rigid scripts.

This shift aligns directly with the three phases of AI-enabled processes we outlined in Practical Business Process Modeling and Analysis (Misiak, Sinur, Biernatowski, 2025):

Phase 1: Smarter resources. Humans, systems, data, and machines are augmented with AI — pattern recognition, generative assistance, and supervised learning. AI accelerates work, improves decision-making, and frees higher-skilled resources by pushing more tasks to augmented workers and systems.

Phase 2: Smarter execution. AI begins to displace time-constrained or high-precision human work with always-on bots and snippets. Humans remain essential where judgment, empathy, and oversight are required. This is a semi-supervised world where processes and people validate AI outputs and maintain control.

Phase 3: Smarter orchestration. AI becomes the decider and controller for processes. Goals and guardrails replace step-by-step instructions. AI dynamically creates process paths, allocates work, and manages bots in real time. Process models shift to an after-the-fact role for transparency, auditability, and explainability.

Agentic AI is essentially the early expression of Phase 3. Vendors have already repositioned their portfolios around this trend, and organizations that want value in 2026 need to prepare for it. That means building living process architectures (Digital Twins), strengthening operating models, and ensuring clear guardrails so agents can operate safely and effectively.

Process models, decision models, and audit trails will remain critical, not as design artifacts alone, but as the transparency layer that explains AI decisions, supports compliance, and helps organizations manage bias, privacy, and emerging legal requirements.

The bottom line: delivering value in 2026 requires understanding where agentic AI replaces legacy automation, how it collaborates with processes and humans, and what governance is needed to keep it aligned with business goals. And as AI investments scale, the ability to demonstrate and measure business value will continue to be one of the most important skills practitioners can bring to the table.

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Prof. Marlon Dumas

Marlon Dumas is Professor of Information Systems at University of Tartu and Chief Product Officer at Apromore – a company dedicated to developing process mining and AI-driven process optimization software. While continuing to grow the Apromore product, he conducts a research backed by the European Research Council with the mission of developing AI-based techniques for automated discovery of business process improvement opportunities. He is a widely published researcher, having co-authored over 350 scientific articles, 10 patents, and a textbook (Fundamentals of Business Process Management) used in more than 400 universities worldwide.

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How do AI and other trends impact the way organizations manage and run their processes?

Automation is going to be again on the spotlight, driven by developments in the field of generative and/or agentic AI. There is going to be a lot of initiatives to automate at two levels. First of all, we will see a lot of automation at the level of tasks, like filling in details for a purchase order or for an invoice. Second, we will start seeing automation happening at the level of end-to-end process orchestration, like triggering API calls to automate the steps in an account opening process in a bank, or automating the orchestration of an invoice handling process.

The difference with respect to previous automation waves is that this time, automation will go beyond the level of inputting structured data. If you think about robotic process automation, it was mostly about entering data into fields in a form or in Excel sheets, by copying data from other fields of spreadsheet cells. This time, automation will also involve unstructured data, such as an AI agent reading from unstructured document and producing structured or unstructured data out of it. We are also going to see automation of certain types of repetitive decisions. These are all capabilities within the purview of agentic process automation.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

On the skills side, the most important class of skills will be and will remain critical thinking skills. The world of AI will be fertile for critical minds, who put into question ideas and thoughts that look right on the surface, but turn out to be misleading or inaccurate once you put a magnifying glass on them.

Tool-relevant specialized skills will also become very important. We are going to see a lot of new types of tools for agentic automation and orchestration coming out. Be ready to analyze their capabilities critically, and to conduct assessments and proof-of-concepts to determine if these tools really address the use-cases you need to implement.

Expertise in specific industry verticals will become highly valuable, such as deep domain expertise in financial processes, field services processes, or logistics processes.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I recommend looking at the references and pointers provided in the manifesto on AI-augmented BPM systems and more recent papers on agentic automation:

• AI-Augmented Business Process Management Systems: A Research Manifesto: https://dl.acm.org/doi/10.1145/3576047
• Agentic Business Process Management Systems: https://arxiv.org/abs/2601.18833

Which skills are no longer relevant or not practically applicable yet (hype)?

Skills in rule-based and script-based automation, such as Robotic Process Automation (RPA), have now become commodity. Skills on GenAI-based or agentic automation, are gaining a lot of traction.

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Prof. Renata Gabryelczyk

PhD, DSc, an Associate Professor at the University of Warsaw. She is Head of the Department of Management and Information Technology at the Faculty of Economic Sciences, University of Warsaw. Her academic experience includes involvement in research projects, research fellowships at several universities in Germany and Austria, and numerous publications in national and international publishers. Her research interests include business process management, performance management, facility management, and IT applications. She is a member of the program board of the Polish Certificate of BPMN at the Polish Academy of Sciences, a member of Polish Scientific Society of Economic Informatics, a member of the Technical Committee for Facility Management of the Polish Committee for Standardization, and a member of Polish Chapter of AIS (PLAIS). She serves as Managing Editor in the Central European Economic Journal and as Senior Editor in the Information Systems Management journal.

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How do AI and other trends impact the way organizations manage and run their processes?

I agree with the increasingly repeated thesis that the real impact of AI on BPM is currently often overestimated. While technologies such as hyperautomation and agentic AI undoubtedly expand the potential of BPM, many organizations still have not addressed fundamental issues such as a coherent process architecture, the quality of process data, and alignment between BPM objectives and the organization’s strategic goals. In many organizations, advanced technologies are adopted faster than core management capabilities mature. As a result, AI initiatives often reinforce existing weaknesses rather than resolve them. The expected return on investment in AI fails to materialize due to the lack of solid organizational foundations, structured data, and effective governance. Perhaps we should return to the basics and avoid automating chaos.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Effective BPM will increasingly require the integration of three approaches: process thinking, data-driven thinking, and strategic thinking. Proficiency in working with data, as well as in applying the methods and tools of the full intelligent BPM cycle, is of course essential. For a successful integration of the process perspective with data analytics, communication between data specialists and process experts is key. Such collaboration remains rare in many organizations, limiting the ability to translate BPM competencies into real organizational value.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The most effective learning comes primarily through the practical application of theory. Hands-on experience with real-world processes, data analysis, and the implementation of improvements allows students to understand limitations, trade-offs, organizational culture, and the specific of the business environment. However, access to high-quality educational resources remains limited. It is difficult to design academic courses that prepare students for the realities of organizational complexity and chaos. Moreover, there is a lack of materials tailored to specific industries. BPM in local government, manufacturing, or small businesses requires different approaches and practices. As an academic teacher, I still believe that universities should provide a solid, ideally interdisciplinary foundation. Enabling students to work on projects in real-life conditions offers an excellent springboard for employment. Yet, achieving this continues to rely on close collaboration between academia and business.

Which skills are no longer relevant or not practically applicable yet (hype)?

Highly detailed models that are detached from decision-making or strategic intent tend to become documentation artifacts rather than management instruments. The capabilities of AI are also often overestimated. AI does not understand strategy and cannot take responsibility for decisions. That is why it is essential to take a critical approach to technology and focus on real business and process needs.

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Paul Harmon

Paul Harmon is a Co-Founder, Executive Editor, and Senior Market Analyst of the Business Process Trends website – www.bptrends.info – an internationally popular website that provides a variety of free articles, columns and book reviews on trends, directions and best practices in business process management.

In 2003 Paul authored Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals (Published by Morgan Kaufman, who issued the fourth edition in 2019).

Paul is also a Co-Founder and a Principal Consultant of BPTrends Associates (BPTA), a professional services company providing executive education, training, and consulting services for organizations that are interested in understanding and implementing business process management.

Paul ’s involvement in business process change dates back to the late 60’s when he worked with Geary Rummler, at Praxis Corp., and was responsible for managing the overall development and delivery of the performance improvement projects undertaken by that company. During the 70s and 80s he ran his own company, Harmon Associates, and undertook major process improvement programs at Bank of America, Security Pacific, Wells Fargo, Prudential, and Citibank, to name a few.

During the same period he was a Senior Consultant at Cutter Consortium and edited their Expert System Strategies, Object-Oriented Strategies, and Business Process Reengineering Strategies newsletters. His book, Expert Systems: AI for Business, coauthored with David King, was a worldwide best seller during the 80-90s. and he consulted with many companies as they explored the uses of Artificial Intelligence during that period.

Paul Harmon is an acknowledged thought leader who is concerned with applying new technologies and methodologies to real-world business problems. He is a speaker and has developed and delivered executive seminars, workshops, briefings and keynote addresses on all aspects of AI and BPM to conferences and at major organizations throughout the world. He is very excited to be following the latest developments in Neural Network-based AI and BPM as they are now being integrated.

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Dr Vahid Javidroozi

Vahid Javidroozi is an Associate Professor in Smart City Systems and Digital Transformation at Birmingham City University (UK), where he is based in the College of Computing, Engineering and the Built Environment. His work focuses on business process management, enterprise systems, digital transformation, and the application of artificial intelligence in complex socio-technical systems.

Vahid’s research spans BPM, ERP systems (including SAP), AI-enabled workflows, large language models, digital twins, and systems thinking, with a strong emphasis on practical impact across sectors such as smart and sustainable cities, supply chains, transport infrastructure, and healthcare. He has published extensively in peer-reviewed journals and conferences, and his work is widely cited in the areas of BPM, smart cities, and AI-enabled digital transformation.

He is the founder and lead of the Smart, Sustainable and Green (SSG) Research Alliance, an interdisciplinary initiative that brings together academia, industry, and public-sector organizations to address urban challenges through systems-oriented, process-driven, and technology-enabled approaches. Through this work, he has led and contributed to numerous UKRI, Innovate UK, Horizon Europe, and international research and enterprise projects, including large-scale collaborations with government bodies, infrastructure operators, and technology partners.

Vahid is an invited member of the BridgeAI Standards Working Group, contributing to national discussions on AI standards, governance, and responsible adoption. He is also a certified Responsible and Ethical AI expert and has been actively involved in translating AI capabilities into organisational processes that are transparent, accountable, and value-driven.

Alongside his research, Vahid has extensive experience in executive education and professional training. He teaches and leads enterprise-focused modules on BPM, ERP, and digital transformation, and works closely with industry partners to support organizational change initiatives. He has supervised and mentored doctoral researchers, early-career academics, and practitioners, with a strong focus on systems thinking, design science research, and real-world impact.

Vahid’s work is driven by a long-standing interest in how processes, people, data, and technology interact within complex systems. He is particularly interested in the evolution of BPM from process improvement within individual organizations toward large-scale, cross-organizational coordination enabled by AI and digital platforms.

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How do AI and other trends impact the way organizations manage and run their processes?

We wrote in the 4th edition of Business Process Change and have written several times on the Business Process Trends website that AI is the most profound change that organizations will need to address over the course of the coming decades.

That said, it’s important to note that AI is not a single technique — it’s a large collection of new techniques that can be used in different ways and in various combinations to solve problems. AI systems include human reasoning applications, intelligent robotics, intelligent vision systems, intelligent voice systems, and much more. Like all computer software applications, AI will be integrated with existing business processes to make those processes more efficient and effective.

Think of just one possible application: automated trucks that can move materials from one warehouse to another without a human driver. Such an application would involve specific applications of robotics to load the truck in an efficient manner, an application to see the road and the environment around the truck and to provide information on what’s happening in real time, applications to define the location of the truck (GPS) and to plan its course forward toward some goal, an application to define and enforce laws of the road, an application to quickly define changes in the environment that require changes in plans (an emergency stop, for example), robotic devices to control the steering and movement of the truck and management systems to direct them. It would also require an overall management system to coordinate everything, and perhaps talk with people having questions. Complex visual, robotic and reasoning systems will need to be created and integrated to generate a safe, reliable automated truck that a business will feel confident to use.

In reality, of course, the company managing the use of the warehouse and the trucks will have nothing to do with developing or integrating AI into the driverless truck. They will buy the truck from a vendor and it will come with AI enhancements, just as it comes with a motor or a radio. The warehouse company will need to worry about dealing with transitioning from its existing trucks and drivers to driverless trucks: how to schedule them, maintain them and deal with problems associated with their use. In other words their main concern will be with redesigning the trucking/warehousing process.

In passing, while interested in how AI and process improvement work together, we have also become fascinated in the broader BPM transition between what we term (1) first generation process work — process change that focuses on specific process improvement with a specific business environment (improving or automating an auto production line, for example) and what we increasingly refer to as (2) second generation process work — processes that integrate multiple business processes within or across companies to allow more complex coordination. A worldwide supply chain involving several companies that change in response to real time events provides an example of such a second generation process. While logically independent, we are convinced that AI techniques will increasingly become the key to the design of second generation business processes. Teaching the skills and analytic techniques to facilitate the design and implementation of such second generation processes will be a key challenge to the next generation of process practitioners. And many will require a knowledge of AI techniques to make it possible.

From our perspective, this shift also brings BPM into closer contact with socio-technical complexity. AI does not simply automate tasks; it reshapes decision rights, accountability, and coordination across people, processes, data, and technology. The real BPM challenge is not “adding AI” to existing processes, but redesigning processes so that humans and intelligent systems can collaborate effectively, transparently, and responsibly in increasingly uncertain environments.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The techniques involved in the development of specific AI applications of all kinds are of little concern to business process practitioners. As far as process professionals are concerned, AI is just a collection of new software and IT techniques that allow them to improve (automate) business processes — just as relational databases, in their time, simply provided a better way to access data and relationships between data. The challenge for process practitioners is to identify opportunities to use AI techniques for process improvement, and then to work with IT to create and implement new systems that incorporate those new improvements.

What are the best resources to learn those skills? (e.g. books, articles, courses)

This is a new area, and there is a lot of nonsense being offered as wisdom. Keep in mind what we have said. Process work is process work. Automating processes using computer applications is something we already know how to do. AI just provides a lot of new automation options. The key is to learn what can be done, today, with the AI techniques currently available. Reading articles and attending conferences — studying case studies — is the best way forward right now.

In particular, practitioners should seek out examples that include both successes and failures, as many AI initiatives fail due to poor process design, unclear ownership, or unrealistic expectations rather than technical limitations.

• Book: Harmon, Paul. Business Process Change (4th ed.). General introduction to process work with a chapter that focuses on using AI in BPM projects.
• The 5th edition, currently in preparation, will expand this, especially in relation to AI-enabled processes and large-scale coordination.
• Javidroozi, V., Tawil, A.-R., Azad, R. M. A., Bishop, B., & Elmitwally, N. S. (2025). AI-Enabled Customised Workflows for Smarter Supply Chain Optimisation: A Feasibility Study. Applied Sciences, 15(17), 9402. https://doi.org/10.3390/app15179402

Which skills are no longer relevant or not practically applicable yet (hype)?

It isn’t a matter of identifying process techniques that are no longer relevant — since all techniques are useful in the context for which they were designed. It’s more a matter of looking at what a given organization is emphasizing today. If you are still working on measuring specific small-scale processes (e.g. processing an order by hand or operating an auto production line with human workers), Lean or Six Sigma may be very relevant.

Most organizations, however, have completed their basic process analysis work — by themselves or by buying applications from companies like SAP. Their emphasis today is on integrating and managing large scale processes — like whole value chains — that stretch across whole organizations, or even multiple organizations to integrate their responses in more-or-less real time. This is an area in which AI techniques are going to prove incredibly valuable.

There are a few organizations that have the people and the knowledge to explore these challenges today. Most do not and to urge them to do so would be to urge them to attempt efforts that would probably end in failure.

For most organizations, this is a time for exploration. Hire new people with some AI experience. Launch small-scale projects that involve AI applications. Grab the low hanging fruit. Attend conferences and listen to what the leading companies are doing. And plan.

Much of the current hype assumes that technical capability automatically implies organizational readiness. In practice, fully autonomous, end-to-end AI-managed processes remain aspirational for most organisations. The near-term value lies in augmentation, learning, and resilience rather than wholesale replacement of human judgement.

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Prof. Thomas Hildebrandt

Thomas Hildebrandt has since 2018 been full professor at the Department of Computer Science, Copenhagen University and founder of the research section for Software, Data, People and Society. Thomas has been working as PI and co-PI on inter-disciplinary research and development projects jointly with industry partners in the area of technology and methods for business and workflow management systems for more than 20 years and has and has been a senior PC member of the BPM Conference for several years. Thomas initiated the research on DCR Graphs in 2008 and has since then led the research in collaboration with his research groups and Morten Marquard, the CEO at DCR Solutions. Thomas is also an active speaker on AI and digitalization for industry and public sector organisations and is member of the Danish Standards group for AI, who is part of the European (CEN/CENELEC) and Global (ISO) standardization bodies.

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How do AI and other trends impact the way organizations manage and run their processes?

The introduction of widely available LLMs and chatbots based on such has resulted in high expectations from both citizens and directors towards enabling conversational interfaces to the business processes of organizations and companies both internally and externally. While RAG (Retrieval Augmented Generation) solutions dominated the scene last year and still are being tested in many places, the new buzz is agentic AI, where the use of LLMs is no longer limited to question answering but promoted to carry out processes. However, while the introduction of a chatbot is celebrated in the news, many, if not most, are subsequently silently removed because they go off the track.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

A fundamental attitude towards AI for BPM that can help BPM practitioners to create value for their organizations in 2026 is to cut through the hype an realize the fact, that LLMs by design are unrealible and therefore should not be trusted to control any process nor to answer questions that cannot be verified by other means. This does not mean that language models are useless: LMs can be used to generate drafts of business processes from natural language descriptions and also to develop natural language user interfaces to knowledge based, symbolic AI models, rule and process engines, if one ensures a human in the loop to validate respectively the generated process drafts and the translated user inputs. The former is an example of AI for the engineering of business processes, which is most efficient if the target modelling language is close to natural language and has a formal semantics or execution and validation engines (making it possible to automate the validation of the generated processes), such as the declarative DCR Graphs language. The latter is an example of neuro-symbolic AI, or using a less hyped term: Hybrid-AI.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The Hybrid-AI approach is described in https://research.nvidia.com/labs/lpr/slm-agents/. The failures of LLMs for reasoning (and thus trustworthy execution of processes) is described in https://arxiv.org/abs/2602.06176. Information about the DCR graphs technologies can be found here: dcrsolutions.net. The use of DCR graphs for legal reasoning is described in a chapter of the recent book: https://www.routledge.com/Artificial-Intelligence-Humans-and-the-Law/PalmerOlsen-LivingstonSlosser-AddoRavn-Eddebo-HultinRosenberg/p/book/9781032934556 along with other chapters on the use of AI for Law. The use of LLMs for translation of law into symbolic DCR Graph models and then using LLMs to develop a natural language user interface is the goal of the XHAILe research project initiated in 2025: https://di.ku.dk/english/research/research-projects/xhaile/

Which skills are no longer relevant or not practically applicable yet (hype)?

A skill that has never really been relevant for professional use is that of prompt “engineering”, which is a misnomer from the outset, since you cannot engineer something that is not grounded in scientifically validated laws or rules.

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Michael Hill

Michael Hill is an experienced editor and journalist. He is the former editor of PEX Network overseeing a range of content including news, features, interviews, blogs, and industry reports.

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How do AI and other trends impact the way organizations manage and run their processes?

Organizations are being pushed to rethink processes from the ground up, not just automate steps, but redesign how work gets done, who does it, and how decisions are made. Whether its new technology like AI, changing customer expectations, or emerging regulatory requirements, modern businesses are under increasing pressure to be data-driven and resilient while remaining agile and human-centric – and that’s a fine balance!

Before, organizations designed processes upfront, documented them, and enforced compliance. Now, AI enables processes that learn and adapt in real time. Humans move from ‘doers’ to ‘orchestrators’ as AI changes roles, not just workflows. Employees supervise, validate, and fine-tune AI outputs Managers focus on outcomes, not micromanaging steps Process owners manage human–AI collaboration, not just SOPs.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

You simply can’t ignore AI and data literacy and understanding – it’s impacting pretty much all roles and industries. However, there is so much more to successful AI use and implementation than just technology. That’s where change management becomes essential.

In 2026, BPM practitioners create value less by drawing perfect process diagrams and more by shaping how work actually adapts, learns, and delivers outcomes. The role sits at the intersection of business, data, technology, and people. Great BPM practitioners are business translators and system designers who use data, AI, and human insight to continuously steer how work delivers value, rather than just documenting how it flows.

What are the best resources to learn those skills? (e.g. books, articles, courses)

PEX Network, of course! Joking aside, we pride ourselves on regularly publishing timely, high-quality content that not only keeps our audience up-to-date with the latest shifts in the industry but also supports learning and development. Of course, process excellence has long been associated with training and certifications, and this hasn’t changed even in the burgeoning AI/automation era. Methodologies like Lean Six Sigma and Agile still have value, but it’s about applying the core (and timeless) qualities of these approaches in a modern context.

Which skills are no longer relevant or not practically applicable yet (hype)?

Great question! This is where BPM maturity really shows in 2026. The biggest risk for BPM practitioners right now isn’t missing new skills, it’s over-investing in skills that no longer create value or that are still mostly hype.

Today, BPM practitioners lose value when they over-invest in heavyweight process documentation, rigid lifecycle models, centralized ‘process police’ governance, and tool-centric modeling skills, as these can’t keep up with fast-changing, data-driven work.

At the same time, much of the hype such as fully autonomous processes, AI-generated models as ground truth, digital twins of entire organizations, and perfect predictive BP remains impractical beyond narrow use cases due to data, trust, and regulatory limits.

The real risk is clinging to control, certainty, and ‘one best way’ thinking, rather than embracing adaptive, insight-driven, human-AI-orchestrated process management focused on outcomes and continuous learning.

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Martin Holling

Industrial Engineer with 25+ years of experience in Business Process Management from operational implementation and improvement over QM, strategic development, process design and consultancy mainly in global corporations from small to more than 400.000 employees, focusing on Culture, people and continual improvement. Making use of broad experience in QHSE auditing, process documentation and project management implementation.

For further information about me and my ideas on BPM, you can have a look at both my LinkedIn profile and my website: https://living-processes.de/home-en/

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How do AI and other trends impact the way organizations manage and run their processes?

As organizations figure out that AI on its own does not result in a success, they will get more attention to their processes on how they are implemented and run in their business before they can successfully implement an AI initiative/solution. My hope is that there will be more focus on continual improvement and culture change in the processes to prepare for successful AI implementation.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Soft skills, specifically in Change Management, People Integration and Moderating groups will separate the successful BPM practitioners from the ones that focus only on technical/technological skills and knowledge. These achieve much better process and implementation quality in the business that gives a fruitful basis for successful AI initiatives and even more efficient and effective processes that are much easier to automate.

What are the best resources to learn those skills? (e.g. books, articles, courses)

For sure there are courses and books out there on soft skills, but I think it is best to adapt your behavior by getting in touch with as many colleagues out there as possible. Go, get together with fellow BPM practitioners in active communities and learn from each other, might it be online or even better in personal meeting. Books can help to verify behavior and get initial ideas on what to change but meeting the people will get you to learn.

Which skills are no longer relevant or not practically applicable yet (hype)?

It is not that these skills are getting irrelevant, but process modelling and documentation will be more and more a thing that AI can do for you. You need to be able to understand it in depth and fine tune and correct the AI created process models and documents, but for example “translating” a process model from one notation to another one, might become an automated thing pretty soon.

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Sandeep Johal

Sandeep is a Managing Director & Principal Consultant at Nano Business Technology with over 15 years of Business Process Management and Digital Transformation experience, specifically in enterprise wide system implementation process design, process improvement, strategic sourcing, capability uplift, strategy alignment, thought leadership in energy, utilities & resources; finance; and government bodies across Australia, New Zealand, Middle East, and North America

Sandeep’s consulting takes him to both national and international destinations including the Americas, Middle East, New Zealand and the UK. He is often invited to speak at national and international conferences and is regarded as a contributor to the Business Process Management body of knowledge. He holds a Masters in Information Technology (BPM), an honours in Business Management and a diploma in Mechanical Engineering.

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How do AI and other trends impact the way organizations manage and run their processes?

Organisations are feeling fatigued by the astonishing rate of AI progress and the pressure to keep up. Some have chosen to ‘watch this space’ before taking bold steps. Fortunately, solution vendors are aware of the AI race and are taking proactive steps to introduce the technology progressively.

2026 is often described as the year of the AI Agent. Trends point towards AI‑augmented process execution, where an AI Agent is constantly listening and contributing when required. Some predict that processes will eventually be AI Agent‑led and human‑augmented. Personally, given the rate of organisational adoption and the security implications, organisations are more likely to embrace a human‑led approach that is augmented by AI Agents.

Human‑led process execution will continue to involve automation. Humans will remain in charge of efficiency. AI Agents will continue to be integral to automation and efficiency, with the added capability of proactively addressing process improvements. Learning from these improvements will enable self‑correcting processes. Achieving this milestone will mark a true step towards intelligence in process management. Achieving this milestone will mark true intelligence in process management.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

AI literacy is no longer optional. Equipping BPM practitioners with AI basics and an understanding of the ever‑changing landscape of capabilities is essential. This allows practitioners to speak the language and understand what AI technology can and cannot do.

Foundational skills in process workshopping, problem definition, and modelling or visualisation are still relevant. In fact, the interest of major solution vendors such as Salesforce and SAP in acquiring process‑mining tools indicates that process visualisation and modelling remain highly relevant in 2026. Organisations still lack effective ways to bring together processes from disparate systems. BPM practitioners should view this as an opportunity to develop unifying mechanisms such as Process Architecture.

What are the best resources to learn those skills? (e.g. books, articles, courses)

One of the most interesting resources I’ve come across is the design of AI Agents in a visual studio that resembles traditional process‑modelling tools. AI Agent design platforms such as Zapier and Microsoft Copilot Studio employ drag‑and‑drop functionality to create agents, with options to connect to popular web services such as Gmail. There are heaps of video tutorials on YouTube about these platforms—well worth exploring.

For those interested in deep technical process design (for example, value stream mapping), a useful resource is the book Operational Excellence in Your Office: A Guide to Achieving Autonomous Value Stream Flow with Lean Techniques by Kevin J. Duggan and Tim Healey.

Which skills are no longer relevant or not practically applicable yet (hype)?

Unlike in previous years, I’m not aware of any BPM practitioner skill that is no longer relevant. Most skills remain essential, although some are applied differently. For example, creating the As‑Is of a process is often seen as wasteful. However, repositioning the As‑Is as a baseline validation for future improvement means that focused As‑Is detail is still required—just not exhaustive detail.

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Emiel Kelly

I have been working “in BPM” for more than 25 years. Most of his time as a consultant and trainer at a BPM software and consulting organization. I helped all kind of companies in their BPM journey. From companies with 5 employees till companies with thousands of employees. From city councils, till investment companies and manufacturers of satellites.
Eight years ago I decided I want to make more impact on one company and joined an Insurance company (5 minutes cycling from my home). Of course I am still ‘doing BPM’ but with a much higher impact because I am part of the team now and fully responsible for the results of my implementations of ‘process things’. I can’t get away with leaving a slide deck behind, anymore
As a hobby, I started my blog ‘Procesje.nl’ in 2011. The goal of this blog is to address the “nonsense” I run into in BPM world. Mainly brought with some irony, but always with the goal to help organizations make their processes perform better and stay away from the non value adding things.

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How do AI and other trends impact the way organizations manage and run their processes?

AI solves all problems! At least that’s what a lot of companies (at least the C people) think.

That’s nonsense of course. But with a BPM way of working in mind it can really help to improve things. On all levels of BPM.

On process design level AI can be a sparring partner to help you make clear
– the Why of a process?
– Useful KPI’s of the process
– What is needed to implement the process?
– What data is needed to check process performance?

I’ve also seen AI that models processes. If that just leads to a picture of blocks and arrows, it has not much value. If it helps to create implementable workflows; yes!

On process execution level AI can execute some steps on it’s own or support the people in the process.

On case management level AI (if the data is available) can operate as some kind of flight control; keeping track of all the cases in the process and if they are still meeting their goals. If not, maybe AI can take some action or send out a warning.

On process improvement level AI can act as process mining on steroids; understand where bottlenecks arise, but more important what are the causes of those bottleneck, as bottlenecks are just symptoms of a bad process implementation.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Still my number one is “strategic thinking”. BPM and processes are only a means. A means to solve the problems of customers. So always keep in mind if you are still solving the right problems. Help your company to implement useful processes. Help them make clear the why of the company an it’s processes.

It’s easy to dive in to process implementation very fast, but try to prevent that with your strategic view.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Ask some generative AI. Pretty sure it will come up with my blog

Which skills are no longer relevant or not practically applicable yet (hype)?

My answer for many years has been high level modeling of processes. Of course those models are always right because they don’t tell the real story. Real processes are detailed. Very hard to catch in models. Happy that AI can help me now to really understand the dynamics of execution in a process. Having said that; without useful process data, AI lies to you. So I used it practically, but also had to apply a lot of common sense to not implement wrong improvements.

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Guillermo Lopez

Working in the BPM Competence Center at the European Commission, I have spent the last eight years leading a team of experts to drive digital transformation and the modernization of EU institutions. I hold multiple certifications, including Professional Scrum Master, as well as specialized training in digital transformation, artificial intelligence, and process mining.
My core competencies include business process management, enterprise architecture, artificial intelligence, and agile methodologies. My mission is to help the EU deliver better services and outcomes to its citizens and stakeholders by leveraging state of the art BPM and EA technologies and methodologies.
I bring over 30 years of experience successfully leading BPM and EA projects across various domains and sectors—such as finance, retail, the public sector, and the environment—achieving significant improvements in efficiency, quality, and innovation.

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X: @GoreML

How do AI and other trends impact the way organizations manage and run their processes?

I don’t think AI will lead organizations; it will always be – or should always be – a technology under human supervision, with clear visibility into its reasoning and decision criteria. If multiple companies use the same kind of AI to shape their strategy, there’s a real risk they end up making very similar decisions and losing competitive differentiation. I’m also concerned about a “copycat” effect: erroneous strategies generated by a model being replicated uncritically across different organizations.

I don’t believe today’s generative AI will radically transform the world of processes and organizations, because it lacks deep context and doesn’t truly understand the world it operates in. When other kinds of AI emerge – like the family of approaches LeCun has proposed – that can build a solid representation of the environment and learn from it autonomously, then they may be able to lead and run truly autonomous enterprises. The current generation of models looks more like a powerful tool in the toolbox, not something that should play a leadership role.

Where I do see clear room for improvement is in case management: a constellation of agents helping you make better decisions and suggesting the most reasonable next steps to reach a given goal. AI can also add value in process mining analysis, process simulation, synthetic data generation, and similar tasks where its ability to explore scenarios and combine information is genuinely useful.

I’m particularly worried about three risks: removing the human-in-the-loop (HITL), starting from incorrect or biased input data, and the ultimate human responsibility for automated executions they may not fully understand. All of this makes me doubt that the current AI paradigm is the right path if it’s adopted as-is. On top of that, I see strong pressure to “move fast” and accelerate AI initiatives, and I think that’s a mistake: before making the whole organization “dance” to the tune of AI systems, we should first put in place strict governance, with clear rules on where, how, and under what constraints these models are used.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

In 2026, professionals will need to shift their mindset from a reactive stance to a clearly proactive one.

Aptitudes
• Ability to work with a far greater number of data sources (data fluency).
• Skill in interacting with and “questioning” AI systems with sound judgment (AI literacy).
• Significant strengthening of interpersonal and communication skills (soft skills).
• Deep understanding of the organization and its context: less of a “diagrammer” and more of an enterprise translator between business, technology, and people.
• Focus on responsible AI and governance: treating AI as a co pilot, not an oracle; demanding transparency, clear guardrails, and well defined accountability for AI influenced decisions and automations.
• Openness to change: viewing new tools (AI assistants, intelligent automation, unified BPM platforms) as leverage rather than threats and continuously updating one’s own methods.
• Customer and employee experience orientation: measuring success not only in cycle time or cost, but also in reduced friction for customers and frontline staff.
• Collaboration over control: moving away from a “central BPM police” model towards enabling process ownership in the business, with BPM acting as coach and backbone.

Core skills and techniques
• Strong command of BPMN and DMN, which will remain essential, and the ability to review and refine AI generated models.
• Process mining and analytics: ability to formulate the right questions, interpret variants and bottlenecks, and propose concrete redesigns based on the findings.
• Automation and orchestration: knowledge of BPM engines, RPA, event driven architectures, and the ability to design flows with human in the loop as a central element, avoiding AI based black boxes.
• Simulation and experimentation: use of scenario simulation, what if analysis, and A/B testing to compare process designs and quantify impact before large scale implementation.
• Data and AI literacy: understanding what LLMs, ML models, and analytical models can and cannot do, how they depend on data quality, and where they fit in the BPM lifecycle (from documentation authoring through to decision support).

What are the best resources to learn those skills? (e.g. books, articles, courses)

• Academic–practitioner bridges for developing data fluency will remain very important, through initiatives such as bpm education or MultiProcessMining.
• It is also worth regularly following process mining and BPM trend blogs (for example, BOC Group, PrimeBPM, or PEX), as well as communities centered on commercial platforms (ARIS Community, Celonis, SAP Signavio, etc.).
• Another very good option is to follow leading voices in the field, such as Wil van der Aalst, Ian Gotts, or Jim Sinur.
• In addition, more and more university programs are emerging on BPM, the combination of BPM with AI, and process mining, such as some of the programs offered by the Universidad Internacional de La Rioja (UNIR), among others.

Which skills are no longer relevant or not practically applicable yet (hype)?

No longer relevant
• Static documentation as the main deliverable.
• Highly centralized BPM acting as a “process police” function.
• Modelling for the sake of modelling, with no clear link to real decisions or change.
• KPIs defined and maintained manually or without backing from operational data.
• Process discovery done only through workshops, without cross checking against execution data.
• Treating processes purely as technical problems, ignoring people and business context.
• Endless discovery and modelling sessions with no hypotheses and no measurable outcomes.

Not really applicable yet (mostly hype)
• A fully autonomous enterprise with no transparency, no clear guardrails, and not well defined accountabilities.
• “In AI we trust” as a principle, delegating critical decisions to AI without questioning them.
• No one being accountable for what AI does: lack of an explicit framework for AI responsibility and accountability.
• Processes run without any visual representation that people can understand.
• Autopilots and black boxes “running the company”, without explainability or effective human oversight.

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Matúš Mala

I’m Matúš, co-founder of the Process Academy, organizer of the BPM-Münich Meetup, podcast co-host of “The Process Philosophers” and an absolute BPM enthusiast.

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How do AI and other trends impact the way organizations manage and run their processes?

I think that by 2026, we should accept that AI is here to stay. The first disruption phase is over; AI is changing the way we work, prepare for meetings, communicate, think and live.

To me, it’s a new infrastructure technology similar to the internet in its early days, and now we have the opportunity to forget about FOMO (fear of missing out) and focus on real use cases.

I think that AI implementations by ‘end customers’ will slow down; they will no longer create new LLMs, RAGs, etc. without a target or purpose. Instead, they would focus on real improvements to their business processes, “How can AI help my core processes?”

On the other hand, I think there will be a ridiculous amount of new features in “tools/software”, creating “co-pilots” for almost everything, and I must say that I love it.

By the end of 2026, I think we will have much better tools and software solutions that will make it easier for us to create processes and solutions in our special BPM area.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

That’s a great question!

I truly think that we have a lot of great methodologies, techniques and more in BPM that will still be needed in 2026. The way we understand processes will not change. The opposite would be true: we are currently challenging new workflows in agentic orchestration, where requirements engineering and methodological questions arise, and the ‘old-school’ methods of understanding processes would be important here.

However, we should not cling to outdated methods; we should start to “refresh” our approach. Everything in our work is changing, so I think it’s extremely important that “old” experts and “new” newcomers develop updated BPM methodologies that will help in 2026 and beyond. We should work on questions such as: What kind of workshops do we need? What kind of structures do we need? Do we need new, ‘modern’ process landscapes? How can we improve requirement engineering? How should we describe processes (not only with BPMN)? And how can we spread BPM skills faster and more widely?

There are so many workflow tools, not only BPM tools, with diverse ways of creating and modelling workflows. I don’t think we will reduce them, so we have to adapt and make it easier to understand processes and create solutions using diverse tools, frameworks and more.

If I had to pick one skill: Flexibility would be key.

What are the best resources to learn those skills? (e.g. books, articles, courses)

That’s a difficult question.

The problem isn’t that we don’t have enough resources. Just go online or use an AI chatbot and you will find enough. The challenge here is that only people with intrinsic motivation do it. For those people, the form of knowledge is not that important; they want to learn and accept bad resources, difficult explanations, and so on. People learnt like this in the past and would continue to do so.

BPM, processes, data, AI… All of these topics are now important for everyone, for every employee. Now more than ever, it is important that everyone understands what AI is for, what they can and cannot do, and so on. The same applies to company governance, processes and data. These people are not usually intrinsically motivated to “learn” independently. It is therefore becoming increasingly important for companies to motivate them to learn, because the world is changing so quickly at the moment. Pure study is no longer enough; lifelong learning is essential.

I am not sure if we will see any improvements in the next couple of years, because normally companies don’t invest in these important topics, which is sad. They create some “learning paths” and short videos, but I just don’t see employees enjoying them. In fact, I think it’s worse than it was in the past. At least there were 2–3 days of workshops away from the office, and people were happy to learn and enjoy other places — it was a win-win situation. Currently, we just say, “Here are six 30-minute videos. Take a look…”

My advice: Until companies change their philosophy, find your favourite source and don’t push yourself: conferences, podcasts, your favourite YouTube channel, shorts, etc.

Which skills are no longer relevant or not practically applicable yet (hype)?

AI-only skills

For the last two years, we were somehow flying in the clouds, thinking that you don’t need anything but a prompt. You don’t even need to understand processes, data or anything else, just prompt.

Surely, people with less experience or technical knowledge can achieve more, but they need extremely high-level engineering skills to describe their “problem” or “solution”.

A poor process would be poor in AI as well.

Focusing only on prompting would not be that important anymore. A better understanding of problems and processes would be important. However, many technical disciplines would become less important. It is much easier now to create custom services and UIs. And it will improve even more. As with BPM, I think software engineers will become more “coordinating” agents. In the future, there will be fewer pure code solutions and more low-code or AI-engineered code solutions and models.

In short: A strong focus on one discipline (e.g. I am a Java programmer, I am prompt engineer, I am modeller …) is not future-oriented.

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Morten Marquard

Morten Marquard has dedicated his entire professional journey to addressing the challenges faced by knowledge workers, including lawyers, social workers, and other professionals dealing with complex work processes. The struggle to navigate these processes efficiently while complying with ever-changing laws and regulations has been a persistent issue. Traditionally, compliance has relied on laborious reading and understanding of lengthy paper-based documents—a cumbersome task that often hinders productivity.

Recognizing the need for a transformative solution, Morten embarked on a mission to leverage technology for the benefit of knowledge workers, not only enhancing the efficiency and effectiveness of employees but also alleviating the burden of manual compliance checks and reducing stress levels.

Morten realized the limitations of using Business Process Model and Notation, BPMN, to streamline process digitalization as the rigidity of the processes failed to meet the requirements of end-users. It was during this critical juncture, approximately 15 years, that Morten collaborated with professor Thomas Hildebrandt, and together, they propelled the development of dynamic condition response graphs, DCR. This innovative approach has since been embraced by over 40 different customers, primarily in Denmark, with expanding reach into international markets such as Italy and the United Kingdom.

Morten’s journey exemplifies a commitment to pushing the boundaries of technology to empower knowledge workers, offering them a more streamlined and stress-free approach to managing their intricate work processes. The impact of his work extends far beyond national borders, contributing to a global shift in how organizations approach digitalization and compliance in the modern age.

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How do AI and other trends impact the way organizations manage and run their processes?

We are moving away from ‘Digital Theater’, where we just put PDFs on a screen, to the Agentic Stack. We use Generative AI to read the mess of regulations, but we don’t let it run the business. Why? Because LLMs are statistical; they guess! If you’re a student in Cambridge, a chatbot might say ‘yes’ to a beer, forgetting you’re at Cambridge Massachusetts, not England. In 2026, we manage processes by marrying LLMs for language with Symbolic AI for logic. This is the Business Operating System or Agentic AI: hardware-independent, sovereign, and 100% deterministic AI platform.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Stop being a ‘Translator’ and start being a ‘Rule Architect.’ The most dangerous person in an organization is the one ‘building bridges’ between IT and Business. Bridges just keep the gap wide, and often widens it. We need to close the gap completely. The winning behavior in 2026 is Business Process Re-engineering (BPR) with a red marker. Michael Hammer: Don’t automate, obliterate. Don’t ‘digitize’ your old habits. If your process requires a person to manually type data into a CRM, don’t build an integration, kill the task! Practitioners must learn to empower business experts to own the logic directly through Declarative Process Modeling. We don’t need more ‘electronic’ paper; we need ‘Digital Twins’ of the organization where the logic is live, explainable, and hosted on European infrastructure.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Stop reading generic “Success Stories” and start studying the intersection of Process Science and Computational Law. As Edsger W. Dijkstra famously warned, treating computers like humans is a sign of “professional immaturity.” We must stop pretending AI “thinks” or “understands” and start enforcing the formal logic our businesses depend on.

Real professions, like Law, Math, and Physics, developed specific languages precisely to avoid the ambiguity of “natural” language. Relying on the “vibe” of an AI is a step backward. For a practical deep-dive into how we fix this, look out for the upcoming book by Professor Thomas Hildebrandt and myself. It is the definitive guide to moving beyond “vibe coding” and into production-ready, rule-based engineering. We’ve been “too busy” in the trenches with our customers to finish it until now, but the era of “guessing” is over.

Which skills are no longer relevant or not practically applicable yet (hype)?

Retire the ‘Happy Path’ and stop ‘Building Bridges.’ The ‘Happy Path’ is a myth. As Professor Wil van der Aalst notes, 80% of cases follow their own unique paths. If you are still teaching ‘Lean’ flowcharts that break the moment reality hits, your skills are obsolete. People aren’t stupid; they deviate because they have to.

But the biggest ‘skill’ to unlearn? Bridge building. For years, we’ve hired ‘translators’ to sit between Business and IT. All they do is facilitate an expensive, digital game of telephone. The expert explains the law, the analyst writes a requirement, and the developer codes it. By the time it’s finished, the law has changed and the logic is lost in translation.

Also, stop the hype around RAG (Retrieval-Augmented Generation). Asking a chatbot to ‘read your manuals’ and guess an answer is irresponsible for Law, Finance, or GovTech. In 2026, the ‘Vibe Coding’ era is over for production. If your AI can’t provide a symbolic, explainable audit trail for its decisions, it’s just a toy. We don’t need ‘probably correct’ business processes; we need Compliance by Design.

In 2026, we don’t build bridges; we close the gap. The future belongs to the Business Operating System where the expert who knows the law is the one who defines the logic. IT should deliver the secure, sovereign infrastructure (Open Source and Kubernetes), but the business must own the execution. If you are still ‘translating’ requirements in 2026, you aren’t helping, you’re just slowing us down. Stand Tall Europe by letting the business take back the baton.

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What to expect in 2026? Many companies are investing heavily in AI. New models are becoming increasingly powerful and are outperforming humans on many benchmarks. AI can be used to build agents and power humanoid robots, which could dramatically change how work is done.

On the other hand, not all AI initiatives have been successful (to put it mildly). Add to this changes in global supply chains and greater unpredictability in the business environment, and it feels like “interesting times,” to borrow the phrase.

How will these changes affect the role of BPM, and what do BPM practitioners need to do to stay relevant?

Check out the thought-provoking answers for the usual set of questions from 20+ BPM experts plus few extras: answers from a perspective of a Business Analyst and advice for organization leaders.

As always, you can either read everything or use the navigation below. Enjoy!
Wil van der Aalst
Tony Benedict
Lloyd Dugan
Scott Francis
Ian Gotts
Paul Holmes-Higgin and Joram Barrez
Caspar Jans
Mathias Kirchmer
Mirko Kloppenburg
Harald Kühn
Amy Van Looy
Madison Lundquist
Jan Mendling
Nathaniel Palmer
Brian Reale
Adrian Reed
Björn Richerzhagen
Pedro Robledo
Michael Rosemann
Serge Schiltz
Jim Sinur
Roger Tregear
Roland Woldt

Which BPM skills will be hot in 2026

Now, let’s dive into the answers.

Prof. Wil van der Aalst

Prof.dr.ir. Wil van der Aalst is a full professor at RWTH Aachen University, leading the Process and Data Science (PADS) group. He is also the Chief Scientist at Celonis and part-time affiliated with the Fraunhofer FIT. Currently, he is also deputy CEO of the Internet of Production (IoP) Cluster of Excellence and co-director of the RWTH Center for Artificial Intelligence. His research interests include process mining, data science, process intelligence, business process management, workflow automation, Petri nets, process modeling, and simulation. Many of his papers are highly cited (he is one of the most-cited computer scientists in the world and has an H-index of 188 according to Google Scholar with over 169,000 citations), and his ideas have influenced researchers, software developers, and standardization committees working on process support. According to Research.com, he is the highest-ranked computer scientist in Germany and ranked 8th worldwide (ranking 2025). He previously served on the advisory boards of several organizations, including Fluxicon, Celonis, ProcessGold/UiPath, and aiConomix/Automaited. Van der Aalst received honorary degrees from the Moscow Higher School of Economics (Prof. h.c.), Tsinghua University, and Hasselt University (Dr. h.c.). He is also an IFIP Fellow, IEEE Fellow, ACM Fellow, and an elected member of the Royal Netherlands Academy of Arts and Sciences, the Royal Holland Society of Sciences and Humanities, the Academy of Europe, the North Rhine-Westphalian Academy of Sciences, Humanities and the Arts, and the German Academy of Science and Engineering. In 2018, he was awarded an Alexander-von-Humboldt Professorship.

WWW: http://www.vdaalst.com
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Twitter: @wvdaalst

How do AI and other trends impact the way organizations manage and run their processes?

AI is dramatically accelerating digital work, but it also exposes a long-standing weakness: organizations often lack a reliable, real-time understanding of how their processes actually function.

Generative, predictive, and prescriptive AI bring powerful capabilities, but only if they are connected to operational reality. AI needs process context, structured event data, and end-to-end visibility. Without these, AI will make processes faster, but not necessarily better. We risk accelerating inefficiencies, fragmenting responsibilities, or automating tasks that shouldn’t exist in the first place.

The most important shift is conceptual: moving from reactive process management, focused on dashboards and after-the-fact reports, to proactive and even autonomous operational steering. This shift requires:

• object-centric event data covering many interconnected processes,
• continuous monitoring rather than one-time analysis
• AI assistance that works on process models (not only text), and
• automated predictions and recommendations grounded in data semantics.

When processes become digitally transparent across objects, systems, and departments, AI can be used responsibly to suggest interventions, prevent bottlenecks, and optimize operations holistically. But if AI is used locally, optimizing individual tasks or documents in isolation, it can inflate work, obscure structures, and overwhelm people.

Ultimately, the organizations that will benefit from AI are those that combine automation with process awareness and operational grounding.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

A practitioner in 2026 will require a combination of process expertise, data fluency, and responsible AI thinking. The following dimensions will matter most:

Skills and techniques

• working with object-centric event data and multi-object process views
• process-aware predictive and prescriptive analytics
• data extraction, transformation, and semantic modeling
• real-time monitoring and operational process control
• integrating AI/LLM components into structured process contexts
• reference model use and domain-specific process standardization
• optimization, simulation, and scenario evaluation

Behaviors and attitudes

• evidence-based reasoning rooted in actual event traces
• critical assessment of automation proposals
• resistance to local sub-optimization
• interdisciplinary communication skills (IT, business, data science)
• comfort with hybrid intelligence – orchestrating humans + AI systems
• attention to unintended process consequences

The practitioner needs curiosity, scepticism toward purely technical promises, and confidence in working with high-dimensional process data across systems.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I’m currently working on a new version of the process mining book. This will appear in 2026 (published again by Springer).

Moreover, I recommend reflecting on our recent BISE editorial “Process Mindlessness: When we Lose Sight of What AI is Supposed to Improve”. Bus Inf Syst Eng 67, 771–775 (2025). https://doi.org/10.1007/s12599-025-00972-0. Here, we discuss three potential problems that arise when applying AI naively. When applied without process awareness, AI may unintentionally worsen operational processes rather than improve them. Three effects illustrate how the misuse of AI can undermine process performance and transparency.

A short summary:
1. Bloating: inflating process artifacts rather than streamlining work.
Generative AI makes it effortless to produce text, reports, tickets, emails, and documentation. Instead of clarifying process steps, AI can flood a process with additional artifacts, status updates, autogenerated logs, long explanations, masking the true flow of work. The result is process noise: more events and documents without added value.

2. Blurring: dissolving precise process information into ambiguous text.
Organizations maintain structured data representing objects, lifecycle transitions, and constraints. When AI converts such structured information into free-form text to generate recommendations or actions, semantics are blurred. Decision logic becomes implicit and probabilistic rather than explicit and verifiable. Blurring erodes the “single source of truth” required for process intelligence.

3. Blasting: scaling local automation without process constraints.
AI systems can act rapidly and at scale, generating messages, tasks, or transactions far faster than human agents. When such actions are not governed by process models, workloads shift downstream, overwhelming teams and breaking throughput assumptions. Traditional capacity constraints, once natural brakes, vanish, and without monitoring, the process destabilizes.

Which skills are no longer relevant or not practically applicable yet (hype)?

Some established skills are losing relevance, and some emerging skills are still hyped because they lack grounding in operational reality.

Declining relevance

• ability to generate text, reports, and PowerPoint presentations,
• case-centric process thinking as the dominant process lens,
• manual KPI dashboarding detached from the underlying event data,
• modeling-first approaches without factual logs, and
• single-task automation without systemic process awareness.

Not practically applicable yet or overhyped

• autonomous AI process agents without human oversight or auditability,
• workflows delegated entirely to generative models without grounding,
• AI that converts structured process data into text only to re-interpret that text,
• unbounded automation that scales communications and actions without constraints, and
• simplistic claims that AI eliminates the need for process understanding.

These trends tend to ignore unintended consequences such as bloating, blurring of semantics, and blasting effects that overload process participants.

AI offers unprecedented opportunities for process excellence, but only when it is grounded in factual event data, connected across objects, and aligned with process goals. The skills that matter are those that combine process science, data science, and responsible automation, while guarding against naive forms of AI adoption that accelerate fragmentation rather than improvement. If you automate nonsense, you just get automated nonsense (faster).

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Tony Benedict

Tony Benedict is a Partner with Omicron Partners, LLC, a strategy advisory firm. He is a senior level operations executive best known for transforming organizations, improving operational excellence and profitability. Most recently, he served as Interim Vice President of Operations for Rising Pharma, managing all phases of complex $200M post-merger integration of 2 acquired companies (36 CMOs, 2 3PLs) within expedited timeframe, while concurrently launching a state-of-the-art pharma distribution center. Consolidated 3 ERP systems into a single SAP instance within 6 months. Benedict previously worked at HonorHealth as Vice President, Procurement and Supply Chain where he was responsible for over $600M in spend management. One of his accomplishments was in the restructuring of the procurement and supply chain organizations post-merger within 12 months and consolidating two ERP systems within 18 months while implementing $60M in cost reduction initiatives. Previously, he was Chief Information Officer, Vice President of Supply Chain for Tenet, and Vice President, Supply Chain, Vanguard Health Systems at Abrazo Community Health Network in Arizona.
He is currently serving as President and Director, Board of Directors for the Association of Business Process Management Professionals International and is a co-author of the Business Process Management Common Body of Knowledge versions 2, 3 and the recently released version 4.
WWW: http://www.abpmp.org
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How do AI and other trends impact the way organizations manage and run their processes?

The failure rate for AI projects to date has been over 70%. Companies have learned that injecting a new technology into your business shouldn’t be the primary strategy, rather that AI should augment business strategy. The challenge will be for more selectivity and prioritization for where the investments in AI should be made. The larger the company, especially multi-nationals, the more complexity, making AI models larger and implementations extremely difficult. I believe that successful companies will start where they have thoroughly documented their processes. The logical areas would be customer and supplier facing processes with customer facing taking priority given the impact on revenue. Companies can achieve quick wins within these two areas while they concurrently work on the major cross functional processes that touch the customers and suppliers to fully streamline and optimize internal operational efficiency.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Building algorithms and language models will largely be left to technical analysts and developer types who are working on smaller scope projects. There is a tremendous need for a Business Architect Strategist to oversee enterprise level transformational efforts. The competency and skills required for practitioners will focus on greater depth and breath of business architecture strategy, integration and governance. The full list of competency areas are Strategy, Operations, Enterprise Performance Management, Human Dynamics, Enterprise Modeling, and Enterprise Governance inclusive of all the skills within each competency area. A complete competency matrix will be available at TheEssentialBusinessArchitect.org or at ABPMP.org

What are the best resources to learn those skills? (e.g. books, articles, courses)

The BPM CBOK is a good start for those Director level practitioners who want the foundation for BPM. The best training is “on-the-job” training where the practitioner actually learns by doing. Every transformation is different and the diversity of experience will be the best teacher. Make every effort to increase the depth and breadth of your project experience while increasing scope to the enterprise level. If you do the same project work and the same scope then you’re not growing as you should in this profession. Find a very senior practitioner who can mentor you. Enterprise Governance will be more important now and in the future. Also, The Business Architect Consortium will be publishing “The Essential Skills of the Business Architect” in mid to late January 2026 which will outline what competencies and skills are needed for enterprise level transformation. Find our more at TheEssentialBusinessArchitect.org or at ABPMP.org

Which skills are no longer relevant or not practically applicable yet (hype)?

The BPM profession is not a “throw away” profession where certain skills are not longer relevant or applicable It’s always a question of what skills to use and why/when. As mentioned in the previous question, What is becoming more important is a greater depth and breadth of certain skills, many of which are non-technical and Business in nature. Competencies like strategy, systems thinking, operational integration, governance, etc.

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Lloyd Dugan

Lloyd Dugan is a widely recognized thought leader in the development and use of leading modeling languages, methodologies, and tools, covering from the level of EA and BA down through BPM, Case Management, and SOA. He specializes in the use of standard languages for describing business processes, systems, and services, particularly BPMN, CMMN, and DMN from the OMG. He has developed and delivered BPMN 2.0 training to the U.S. Department of Defense and large consultancies. He has nearly 40 years of experience with public and private sector clients, and has an MBA from the Fuqua School of Business at Duke University. He is a past member of the Workflow Management Coalition and its BPSim Working Group that produced the process simulation standard, and also a past member of the OMG’s BPMN Model Interchange Working Group (MIWG). He is a Contributing Member (author) and Collaboration Team Member for the BA Meta Modeling and BPM-BA Alignment Groups of the Business Architecture Guild. He represents the Guild on the OMG Task Force for the BA Core Metamodel (BACM) standard. He is a frequent speaker at national and international conferences on BPM, BPMN, Case Management, Decision Management, SOA, and BA. He is a published author or co-author on BPM, BPMN, and BA. He led the effort to develop a new OMG certification for integrating BPMN, DMN, and CMMN, known as BPM+. He serves as the Chief Architect for Serco, NA, on its CMS Eligibility Support Program, which provides back-office processing of applications to access the Federal Health Care Exchange created under the Affordable Care Act, and where he has led award-winning efforts to build intelligent document processing, dynamic work assignment queuing, RPA for case management, use of AI/ML, process mining, and migration of all Program elements to the AWS Cloud. He still delivers BPM-related training, and when asked also provides client advisory services on BPM-related matters/technologies.

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How do AI and other trends impact the way organizations manage and run their processes?

It is truly swimming against the tide when it comes to attempting to convince folks to NOT think about AI as anything other than a monolithic black box straight out of “2001: A Space Odyssey”. In other words, there is not a simple, one-size-fits-all answer to this question, but rather specific answers that support distinct and identifiable use cases.

For example, AI technologies and the models that power them are now sufficiently capable of doing time-saving and productivity-enhancing activities for the analyst such that one can vibe-review/engineer models and code constructs, create documentation and design artifacts, summarize findings, etc. via well-targeted prompting. This saves on the effort to do the leg-work previously needed, but I think this is first-cut stuff that still warrants a practiced eye’s review…at least for a while longer. However, this says only so much about using such things as part of business process automation.

Regarding those use cases, AI technologies and the models that power them are increasingly capable of automating the execution of more complex tasks with more reliability, such that human-in-the-loop (HITL) is becoming more of a bug than a feature. New design patterns have emerged, such as Agentic AI, where the probabilistic logic of AI and deterministic decision logic combine into adaptive behavior by systems. The advent of retrieval-augmented generation (RAG)-based systems is making for more domain-specific results with less likelihood of hallucination, and now with the underlying knowledge bases of the business better understood and implemented. This helps the business to decide between pre-trained and to-be-trained models for risk/reward payoff.

Some use cases have always been there, but AI now provides stronger and more available tools to address them. An example of this is fraud detection, which is not a new need but is now better enabled via the latest AI. Of course, this is all part of the escalation where AI feeds both fraudsters and fraud-detectors in a never-ending race.

As with any impactful IT, all of this needs to be under some kind of governance, and there is substantial literature out there on this topic. As usual, the US is lagging behind Europe in tackling this because of pervasive and misguided laissez-faire takes on how best to advance the development of AI. It is not rocket science nor regulatory overreach to apply common sense requirements to the use of AI. It is simply sound thinking.

So, in conclusion, AI is part of the IT stack, fitting in where it can provide the best value. Sounds like any other IT that’s come along over the years. And like any other IT, we must come to terms with its use, and align management practices accordingly.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The usual things are still true – namely: operational modeling and simulation, process and data analysis, an abiding intellectual curiosity about how to improve how things work, etc. – but the value gap between what the experienced practitioner can provide vs. what the noobie can provide is continuing to shrink as generative AI tools mature. However, greater reliance on such tools comes at the cost of losing the deep understanding that powers the discipline of BPM, widening the divide between those that simply produce artifacts for base level consumption by others and those that produce constructs that are intended to execute in production as automated processes.

One way to navigate the tensions created between these two Scylla-and-Charybdis forces is to be able to exploit domain-specific knowledge and to professionalize the deep understanding of BPM as a discipline – at least as long as there is value-add to practical experiences over AI “smarts”. The deep understanding needed is built around operational modeling, such as with BPM+ (BPMN/DMN/CMMN) and Value Stream Modeling (Value-generation), and knowing how best to capture the behaviors of AI in such models, making its role explicit rather than tacit. For example, work out how best to represent AI-enabled moments in an operational model that support automation without confusing (too much) business stakeholders. This can be done and taught.

Better understanding of the domain can come through use of knowledge graphs about the business, which AI and associated models should be built around. This should all be seen as just another thing about AI that BPM practitioners can get smarter about.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I have found this book a great primer for AI/ML, but there are plenty of books to read: https://www.barnesandnoble.com/w/knowledge-graphs-mayank-kejriwal/1137268183.

I have found this book to be a great primer on governance, but other books exist: https://www.amazon.com/AI-Algorithms-Mastering-Ethical-Compliance/dp/1634624564.

For operational modeling with BPMN, there is an abundance of options available that a simple Internet search will reveal (including one for the author of this very website). Fewer, if just focused on DMN, but that continues to be a hot one, so also too many to cite. Few for CMMN, but I still have hopes that that turns around. BPM+ is about the unification/integration across all three, and there are some options, and even an integrative exam that I and others helped craft. Advanced Value Stream Modeling remains criminally underserved, but I’m hoping to turn that around in the future too.

Regarding AI/ML, there is all sorts of material out there. AWS, whose Bedrock set of services present a strong foundation (but not for the noobies) in AI/ML, has a set of training options, and given the cloud vendors investment here should be considered: https://aws.amazon.com/ai/learn/.

For a more contextual and philosophical take, I’ll plug something from an early source of BPM inspiration for me, Tom Koulopoulos, that he recently started (though I have yet to take) and a book from him and my long-time friend, mentor, boss, and collaborator Nathaniel Palmer: The Future of AI: Humanity’s Next Frontier and https://www.amazon.com/Gigatrends-Forces-Changing-Future-Billions/dp/1637589808.

Which skills are no longer relevant or not practically applicable yet (hype)?

AI is rendering the background technical architecture for accessing data and application logic increasingly like a utility that one knows is there but doesn’t have to know too much about to use – think about how you don’t need to understand too much about electricity to use it in one’s household. As an example of this, note that one of the things that BPM technologies still have a lot to say about is service orchestration, but model context protocol (MCP) is moving to claim that space.

Deep technical knowledge may be receding in importance, but deep understanding of how things work remains key. I hope that strong – and especially domain-specific – understanding of how things work and can be improved for processes remains just as vital as it has for decades. I see in this a parallel with data science, which is more about understanding the meaning of data and the patterns therein than about where it resides and how to access it.

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Scott Francis

Scott Francis is President of Westslope Advisors, providing advisory and board services to growing and scaling firms and sharing what he’s learned from 30 years in Technology. Scott formerly led BP3 Global, Inc, and held senior roles at Lombardi Software and Trilogy Software. You can find his writings on Substack and Medium.

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How do AI and other trends impact the way organizations manage and run their processes?

A major impact of AI has been to slow budget spend on everything that isn’t “AI”. I highly recommend rebranding and reframing your process work as critical AI work. Organizations that try to manage and run their processes with AI today will have serious issues with hallucinations and inconsistencies, which are unacceptable for businesses. We do not expect calculators to be right 85% of the time. They are right 100% of the time, or we don’t use them. Generative AI asks us to lower our standards for what constitutes successful automation – but that error rate will lead to either bad business outcomes, or inordinate spending on “fixing” the AI results. Neither is acceptable.

What does work, is letting your processes manage AI. You use AI in the context of a business process with all of its inputs, outputs, and process flow context. You put AI algorithms into processes the same way. This gives you the scaffolding to make AI a productive and useful part of the systems that participate in your processes. AI is not a substitute for understanding your business processes and operational processes. AI is not a substitute for designing them, though you may well consult with AI tools on how to design them, and how to improve them.

Harking back to BPM the third wave: first, there’s the process instance and how you execute it (think, a single order). Second, there’s another dimension that is the collection of all the process instances of that process, and how they are managed collectively (think, all orders being processed). Third, there’s the dimension that is evaluating and improving the process definition for the future, based on what you are learning from the work that is happening now and in the past. AI can play a role in each.

In the first, it is subsidiary to the process instance and should be controlled by the process definition. In the second, AI can help identify problematic instances (orders for example), or highlight trends, or offer advice in response to queries from a manager for example, with respect to load management or likely risk. In the third, AI can provide advice on improving the process definition for the future based on past results.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The traditional skills, techniques, behaviors and attitudes will continue to provide value in 2026. In fact, if you exhibit those values, you may find yourself an increasingly rare commodity. My advice is to continue to focus on designing for humans in the business – AI and process, when done right, greatly improve the human experience and customer experience in a business.

Another skill that is incredibly important in today’s world: the ability to estimate when an AI-focused project or program will complete. As an industry, many tech executives and IT executives have lost the ability to estimate when AI is involved, because it doesn’t follow the old rules for estimation in software. I’ wrote a whole post about this here: https://sfrancisatx.substack.com/p/we-are-terrible-at-estimating-progress Because I think this is a real challenge to many companies and executives, I recommend really working on how to estimate and when a good estimate is not possible. It’s a long read, but hopefully worth it.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I can recommend two great resources:
1. Enterprise Process Orchestration – this is the book I wish I had written, and that I would recommend to every single BPM practitioner, and every single person who cares about process orchestration. https://www.amazon.com/Enterprise-Process-Orchestration-Hands-Technology/dp/1394309678 – by Berndt Rücker and Leon Strauch.

2. Irresistible Change, by Phil Gilbert https://www.amazon.com/Irresistible-Change-Blueprint-Buy-Breakout/dp/1394367759/. One of the main reasons we do this work is because we are effecting change within large organizations with complex processes. Phil gives here the how-to on making change – at scale – irresistible. It’s an amazing read.

Which skills are no longer relevant or not practically applicable yet (hype)?

Vibe coding. You can vibe code one-off utilities and single use programs. But if you vibe code ATM Clearing transactions, bad things will happen. This doesn’t mean you shouldn’t use AI assistants for coding, validating code, understanding code. But don’t confuse vibe coding with professional software development, with production use in mind.

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Ian Gotts

Ian Gotts. Speaker : Analyst : Advisor 

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Business Analysis 2026: Why Domain Expertise is Your New Superpower

TL;DR

By 2026, we’ll have crossed the Carbon-Silicon Divide and the Business Analyst role will have bifurcated. Artificial Intelligence will automate the “mechanics” of analysis—mapping, documentation, and basic requirements gathering. This leaves the human BA with a binary choice: become a deep domain expert who directs the AI, or face irrelevance.

The rise of “vibe coding” and autonomous agents means building solutions is faster than ever. But speed without direction is just chaos accelerated. The future belongs to those who can provide the precise context, nuance, and industry expertise that AI lacks. That is the critical thinking that great Business Analysts provide, in teh context of the deep domain expertise.

Crossing the Carbon-Silicon Divide

For over two decades, the holy grail of Business Analysis was to capture a process and have the application generate automatically. We tried utilizing standards like UML and BPMN, but they largely failed for one reason: we were forced to describe business in terms computers understood—”silicon”. To make the logic executable, the resulting diagrams had to be so dense, rigid, and complex that often only their creators could decipher them .

AI has finally shattered that barrier. We no longer need to learn the syntax of the machine; the machine has learned ours. We can now describe business needs in natural language—”carbon”—and trust the AI to handle the translation into code and logic. As noted in my Forbes article “Silicon Vs. Carbon: Finally, Computers Are Speaking Our Language“, this doesn’t absolve us of critical thinking; much like delegating to a skilled intern, we must still be specific and clear about what we want. But the friction is gone. We have finally crossed the carbon-silicon divide, moving from a world where we serve the syntax to one where the syntax serves us.

The “Vibe Coding” Trap

We are entering the era of “vibe coding,” where anyone with an idea can describe it in natural language, and an AI will generate the code. While many current examples are prototypes, the trajectory is undeniable. The barrier to building software is collapsing.

However, the determining factor in the quality of these apps is no longer coding skill—it is the quality of the description. In the old world, a human developer might push back if a specification didn’t make sense or lacked organizational context. An AI vibe coding platform will not. It will build exactly what you asked for, errors and all.

This shines a harsh spotlight on the quality of Business Analysis.

• The stakes are higher: If you describe a flawed process, you get a flawed app instantly.
• Requirements are critical: You must “bottom out” the specification. What are the specific business processes? What is the data model?
• Architecture matters: If the app is destined for production, who is considering scaling, maintenance, and compliance?

As application generation becomes effortless, the rigor of the analysis becomes the only safety net.

Programming with English: The Rise of Agents

We are already managing a digital workforce. At Elements.cloud, we have deployed agents to support teams in every department. They have employee records, formal onboarding, and scheduled reviews. They aren’t replacing people; they are liberating them.

Take “Fin,” our support agent. Fin is now answering 90% of inbound customer questions accurately. For the 10% it cannot answer, it passes them to a human support team with a full analysis already complete. Furthermore, our internal “case to bug” agent has reduced resolution time from 23 days to 5, increasing documentation quality from 0.8/10 to 9/10.

But here is the catch: Agents are literal. An agent has limited common sense and zero organizational intuition. It will read a 200-page policy document in seconds and execute instructions precisely. If those instructions (your business processes) are loose, ambiguous, or rely on “tribal knowledge,” the agent will fail .

The ability to “agentify” an organization relies entirely on the quality of your process documentation .

• Process as Code: You are essentially programming with natural language .
• The Detail Gap: Humans cover up gaps in bad processes with workarounds. Agents do not.
• Documentation: If your agents are unreliable, it is almost always a failure of business analysis, not the technology.

The Death of the Generalist

We have built a Business Analysis (BA) Agent. It is impressive. It can interview stakeholders, identify missing steps, suggest improvements, and draw the process diagram automatically . It leverages the collective knowledge of Large Language Models (LLMs) which have “read” about every industry on earth.

So, what is the future of the human Business Analyst if an agent can do the heavy lifting in a week?

The answer is deep domain expertise.

The “A” in AI stands for Augment. A BA Agent is only as good as the context it is fed. If you ask it to define a field service process for upstream oil and gas, it will give you a technically correct, generic answer. But it won’t know the specific compliance nuances of your geography, your company’s specific operating model, or the political landscape of your stakeholders.

• The Generalist’s Risk: If you are a generalist BA who simply transcribes what people tell you into diagrams, you are at risk. An agent can do that faster and cheaper. When asked your ara of expertise, it cannot be “Oil and Gas”. THat is too broad. “Downstream Oil and Gas” whilst narrower is again is huge domain. “Filed Service for downstream Oil and Gas” is a tighter area, but still has a huge scope.
• The Expert’s Opportunity: If you are a domain expert, AI makes you the smartest person in the room. You can use the agent to handle the drudgery—drafting, mapping, checking for consistency—allowing you to focus on high-value strategy and complex problem solving. So take time to assess your experience to pinpoint your area of expertise and work out how to deepen that.

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Paul Holmes-Higgin

Dr Paul Holmes-Higgin, Fellow and co-founder of Flowable. Previously, as co-founder and CPO of Alfresco. Paul brought Activiti to the fore of the company’s innovation. A long-time Open Source advocate, he believes it has an important role to play in making today’s innovation more widely available. His PhD and background in AI gives him a deep understanding of the opportunities and realities of Machine Learning. Paul sees innovation around the standard models of BPM as the best way to bring together his passions for human-centred software and intelligent automation in today’s highly dynamic business and social environment.

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Joram Barrez

Joram Barrez is a Business Process Management and open-source expert, working as a principal software architect at Flowable. With over fifteen years of real-world BPM experience, Joram is known for his contributions to the field, constantly pushing the boundaries of innovation and efficiency. He’s one of the founders of the Flowable open-source project and Activiti before that, and has worked on JBoss jBPM early on in his career. Throughout the years, Joram has worked with numerous global companies, helping them optimize their processes and drive digital transformation.

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How do AI and other trends impact the way organizations manage and run their processes?

[PHH] Are there any other trends apart from generative AI? I think the “introducing AI with guardrails” trend in BPM is now dated, but what modern BPMs have always been doing is showing up as things get real with AI. That is, managing business processes that interact with external services, mixed with human interaction; all auditable and secure.

The automation focus is now far more on declarative, agentic behavior, rather than procedural flows for business solutions.

[JB] Agreed. I’m a big believer of declarative approaches. Instead of trying to map every possible path upfront, we can now describe the problem and let an AI agent determine the steps to reach a solution. In enterprise settings, though, it only really works with strong governance in place: clear boundaries, auditability, and explicit rules around what an agent is allowed to decide on its own.

That’s why I see context engineering as the real differentiator going forward. In many ways, this is not new to BPM. We’ve been doing it for years through processes, and even more through case management. The goal has always been the same: make sure the right information reaches the right person or system at the right time. Each interaction adds context, which then drives the next action, whether human or automated.

[PHH] One other trend is the build v. buy software selection decision changing to AI code-generated prototype solutions, before even thinking about a vendor. Liberal open source BPMs (Apache, MIT-licensed etc) are freely available libraries for AIs to exploit, but they can grow into full-strength enterprise platform use once the business solution has been proven.

[JB] Another way to look at this is to ask a simple question: what are the foundational building blocks for the next generation of intelligent automation? For me, processes, cases, workflows or whatever you name it (and the APIs that expose and interact with them) sit right at the center. They provide the structure AI agents need to operate effectively and safely inside an enterprise.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

[JB] Building on what I just said, declarative thinking will only become more important. At the same time, the fundamental skills that have always defined BPM practitioners remain crucial, arguably more so than ever. Making sure solutions meet data security standards, governance policies, and regulatory requirements is non-negotiable today. And with new players entering the field, that challenge is only getting tougher.

[PHH] I really think we should change the mindset, so that BPM means Business Problem Management, to avoid the easy oversimplification that everything is a sequential, procedural process. A business process is about getting an outcome from an initial situation. What happens in between is a blend of machine and human intelligence with repeatable best practice. BPMN, DMN and CMMN all have a role to play in this.

What are the best resources to learn those skills? (e.g. books, articles, courses)

[PHH] Get your hands dirty and try things out, because the technology is moving too fast for books or courses – even an online resource will be out of date at depth. Download the open source or trial versions of BPM platforms and use AI-generated BPM standard models to see how agentic solutions can work today. To learn CMMN through a book, Bruce Silver’s “CMMN Method and Style” is your best option.

[JB] Absolutely. We’re very much in an experimentation phase. Best practices are evolving so rapidly that what we write today can become outdated tomorrow. As you say, the most effective way to stay ahead is by actively experimenting with the capabilities and understanding what works in practice. On that note, I couldn’t agree more about CMMN: the evaluation-cycle approach in “case” management fits perfectly with agentic ways of working. It’s a natural match: structured flexibility that balances control with flexibility.

Which skills are no longer relevant or not practically applicable yet (hype)?

[JB] One side-effect of generative AI is that people are reading less, relying on AI to summarize and extract key information quickly. When I started in BPM a long time ago, a big part of my work was process discovery: interviewing stakeholders, summarizing their intents, finding gaps to automate and sketching back-of-the-napkin diagrams. The essence of that work won’t disappear, but with today’s tools, how that information is gathered and processed is changing very fast.

Similarly, some technical skills are becoming less central. Early in my career, we crafted XML by hand; later, visual modeling made syntax less of a worry. Today, we can interact with models directly, applying changes or querying them via AI, without knowing every detail. The focus is shifting from mastering mechanics to orchestrating strategically and understanding how models drive real outcomes.

[PHH] Just don’t expect AI-generated BPM models to be production ready! I could be controversial and say not to spend time on RPA if you aren’t already committed to it: AI-generated code will do the same.

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Caspar Jans

Caspar is a seasoned BPM professional with 25 years of experience in various industries. From managing a center of excellence on BPM for a global manufacturing company, hosting a podcast on BPM and consulting large enterprises on the benefits of a process centric approach to being a Principal BPM Expert for Celonis, Caspar has been on both sides of the table on process management (and more). On top of that, Caspar is listed in the PEX Network Global Top 25 though leaders on Operational Excellence.

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How do AI and other trends impact the way organizations manage and run their processes?

With the introduction of AI also came the realization that your business processes actually provide the necessary alignment and guard rails for AI to be successful within. Without this, AI tends to spin out of control. The developments on the AI front are going so fast that the usual governance concepts can’t keep up and in order to offset that, a proper process landscape (connected to roles, applications, input/outputs and more) is vital. So, there seems to be a revived interest in how to efficiently and effectively document processes, not just for the sake of documenting them, but for the sake of being able to also orchestrate and automate them (either via automation platforms or AI).

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The BPM practitioner has to become much more allround compared to the last decade. Just being knowledgeable on how to model and govern processes will simply not be sufficient anymore. BPM practitioners will need at least basic understanding on topics like orchestration, automation, AI and maybe even the most important one: human psychology, because after all, if you want to implement successful change within an organization, you will have influence people rather than software or hardware. Being an avid communicator will help the BPM practitioner to more eloquently explain why having a governed and up to date process landscape is vital for all of the AI use cases.

What are the best resources to learn those skills? (e.g. books, articles, courses)

For the more general background on BPM I would suggest the youtube channel of Roger Tregear (the Australian BPM guru) or season 1 of the BPM360 podcast (explaining the 4 key success criteria for BPM implementations in great detail). Also the book on “influence” by Robert Cialdini is a recommendable book (for the human behavioral part).

Which skills are no longer relevant or not practically applicable yet (hype)?

Given the emergence of AI assistants in BPM, the modeling skill has become less relevant (in terms of: you don’t need that many modelers anymore and their work emphasis changes a bit from creating to validating process documentation). The model to execute skill (so the ability to model a process and then ingest it straight into an execution engine) is emerging but not yet critical to master for now.

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Dr. Mathias Kirchmer

Dr. Kirchmer is an experienced practitioner and thought leader in the field of Business Process Management (BPM) and Digital Transformation. He is Managing Director of Scheer Americas, previously BPM-D US. He co-founded BPM-D, a consulting company focusing on performance improvements and appropriate digitalization by establishing and applying the discipline of BPM. Before he was Managing Director and Global Lead of BPM at Accenture, and CEO of the Americas and Japan of IDS Scheer, known for its process modelling software and process consulting.

Dr. Kirchmer has led numerous transformation and process improvement initiatives in various industries at clients around the world. He has published 11 books and over 150 articles. At the University of Pennsylvania and at Widener University he has served as affiliated faculty for over 20 years. He received a research and teaching fellowship from the Japan Society for the Promotion of Science.

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Twitter: @mtki2006

How do AI and other trends impact the way organizations manage and run their processes?

Business Process Management (BPM) has become the management discipline that moves strategy into people and technology-based execution, fast and reliably. It creates the transparency necessary to take fast well-informed decisions and implement the related actions effectively. This transparency is the foundation of success in the digital age. The discipline of BPM helps to align business and technology aspects towards the goals of an organization to create the expected value.

Most process improvement initiatives must leverage digital technologies to achieve the desired agility, flexibility, innovation and efficiency. Realizing the business potential of those digital technologies has become a key role of BPM, delivering process-led digital transformation. This includes the identification of the improvement opportunities through AI. The visibility BPM provides helps to identify systematically where AI helps to enhance the end-to-end performance of business processes.

With Agentic AI, the role of BPM continues to evolve. Intelligent agents create process instances more and more independently, with little to no human intervention. Therefore, BPM shifts its focus from the design of operational processes to defining their deliverables and performance levels. Related data requirements are crucial and need to be addressed through the BPM-Discipline. Governance and management process become increasingly more significant.

BPM provides the “process of process management” integrating and aligning process, data and AI governance to provide the necessary control and rapid adjustment of the highly automated business processes. BPM moves from addressing mainly the design and implementation of operational processes to delivering appropriate management and governance processes.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

BPM Practitioners need to focus increasingly on delivering process-led digital transformation through appropriate standardization, optimization and innovation of processes. They organize the required management and governance processes, integrating process, data and AI requirements through the definition of a company specific “process of process management”, realizing value and driving the ongoing transformation journey. Therefore, BPM Practitioners need to understand both the business aspects of processes and the effects of digital technologies that support these processes. BPM Practitioners need to know how to create and apply related assets, such as software-based process reference models.

Process standardization remains an important topic since it simplifies digital transformation and makes it more efficient. BPM Practitioners need to develop related skills, such as the definition of the right degree of abstraction and detail for a specific standardization initiative or the appropriate leverage of process reference models.

Not all processes are equal. BPM Practitioners need to identify the 10-15% high impact processes for sophisticated innovation and optimization initiatives. Commodity processes are improved by applying industry common practices to reach an average performance level. Sophisticated optimization doesn’t pay off here. BPM Practitioners need to be able to apply process impact and maturity assessments to achieve the required process segmentation.

The role in digital transformation requires the handling of related data aspects. Developing logical data models and simplifying those to enable nimble processes as well as supporting applications becomes an important skill. The design of appropriate data management processes becomes another important task.

The high degree of automation allows the collection of related data. This enables the use of “digital twins” to manage processes more effectively. BPM Practitioners help to develop and apply those digital twins.

The BPM-Discipline goes through a digital transformation itself. The integrated use of BPM tools, such as modelling, mining and automation tools, leveraging AI, becomes an important success factor. BPM Practitioners need to drive this transformation of BPM.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Specialized consulting and education organizations offer training and eLearning addressing those skills, such as Scheer with its academy and publications (www.scheer-americas.com). Industry organizations, like APQC (www.apqc.org), ABPMP (www.abpmp.org) or the BPM Institute (www.bpminstitute.org), provide related resources. Forward thinking universities and research organizations address related topics, for example the August-Wilhelm Scheer Institute for Digital Processes and Products (www.aws-institut.de), the Scheer School for Digital Sciences (Scheer School of Digital Sciences – Saarbrücken – Scheer School of Digital Sciences at Saarland University), Widener University with its master program for Digital Transformation (www.widener.edu) or the University of Pennsylvania (www.upenn.edu).

Here are some related readings that may help:
• Scheer, A.-W.: Digitale Industrie: Daten – Prozesse – Metaverse. New York, Berlin, e.a. 2025 (English version to follow in 2026).
• Scheer, A.-W.: The Composable Enterprise: Agile, Flexible and Innovative – A Gamechanger for Organizations, Digitalization and Business Software. 4th ed., New York, Berlin, e.a. 2023.
• Kirchmer, M., Havaligi, S.: Realizing the full Potential of AI Applications through Business Process Management. In: Shishkov B. (ed): Business Modeling and Software Design. BMSD 2025. Lecture Notes in Business Information Processing, vol 559 (ISBN: 978-3-031-98032-9). Springer, 2025.
• Kirchmer, M.: Process-led Digital Transformation – Mastering the Journey towards the Composable Enterprise. In: Shishkov B. (ed): Business Modeling and Software Design. BMSD 2024. Lecture Notes in Business Information Processing, vol 523 (ISBN: 978-3-031-64072-8). Springer, 2024.
• Wilson, H.J, Daugherty, P.R.: Generative AI – The Secret to Successful AI-driven Process Redesign. In: Harvard Business Review, January-February 2025.
• Kirchmer, M.: High Performance through Business Process Management – Strategy Execution in a Digital World. 3rd ed., New York, Berlin, e.a. 2017.
• Franz, P., Kirchmer, M.: Value-driven Business Process Management – The Value-Switch for Lasting Competitive Advantage. New York, 2012.

Which skills are no longer relevant or not practically applicable yet (hype)?

Traditional improvement approaches that do not address the alignment of business and information technology or do not leverage digital technologies as appropriate to enhance processes will no longer be successful. Every transformation is related to some degree of digital transformation.

General principles of process improvement as applied in approaches like Lean, Six Sigma or Kaizen remain true and useful. But to stay relevant they must be upgraded, leveraging modern digital process management capabilities, such as mining or modelling tools.

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Mirko Kloppenburg

Hi, I’m Mirko. I’m living in Hamburg, Germany, with my wife and our two daughters. For more than 20 years, I’ve been working in Business Process Management – starting in large, complex organizations and today helping companies build truly process-driven organizations.

I’m creator of the New Process approach and founder of NewProcessLab.com, where I combine BPM, New Work, and experience design into a human-centric approach to process management. My focus is on BPM as a leadership and management capability: creating clarity, enabling people, and turning strategy into action through processes.

I host the New Process Podcast, where I share real-world BPM experiences, frameworks, and conversations with practitioners from around the world.

WWW: NewProcessLab.com
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How do AI and other trends impact the way organizations manage and run their processes?

AI is fundamentally changing how work is executed – but not why work exists.

In many organizations, AI is currently introduced as a technology initiative. New models, agents, and tools promise efficiency and autonomy. At the same time, we see many AI initiatives struggling or failing because underlying processes are unclear, fragmented, or not owned by anyone.

This is where BPM becomes more important than ever.

In an increasingly unpredictable environment – with volatile supply chains, geopolitical shifts, and rapid technological change – organizations need orientation, clarity, and adaptability. BPM provides exactly that by making value creation explicit end-to-end, clarifying responsibilities, and creating a shared understanding of how work actually gets done.

AI will automate decisions, generate content, and execute tasks. But BPM must ensure that:
– processes are meaningful and aligned with strategy,
– humans remain accountable for outcomes,
– and AI is embedded intentionally into workflows, not layered on top of confusion.

I see BPM evolving from a discipline focused on optimization to a management capability that enables learning, resilience, and informed decision-making in an AI-enabled world.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

To stay relevant in 2026, BPM practitioners must shift from being process experts to becoming process enablers and sense-makers.

From my perspective, four capability areas matter most:

1. Strategic positioning of BPM: BPM practitioners must be able to connect purpose, strategy, and processes. This includes articulating why BPM matters, what impact it creates, and how it contributes to business strategy in times of uncertainty.

2. Implementing pragmatic BPM frameworks: Instead of heavyweight governance, organizations need lightweight, usable BPM frameworks that provide orientation without bureaucracy. This includes clear process architectures, meaningful communication, and well-defined roles such as Process Owners as real leadership roles.

3. Enabling people, not controlling them: The ability to inspire people for processes, facilitate dialogue, and build a process culture is becoming a core skill. BPM only creates value if people understand, accept, and actively shape their processes.

4. Applying AI with intention: BPM practitioners don’t need to become AI engineers. But they must understand where deterministic automation, GenAI, AI agents, or human decision-making are appropriate – and where they are not. The key skill is judgment, not tool mastery.

Underlying all of this is a mindset shift: from “designing processes” to continuously enabling organizations to learn and adapt through processes.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I believe BPM skills are best developed where practice, reflection, and exchange come together.

Peer communities and practitioner exchange are extremely valuable, because they surface real-world challenges and patterns beyond theory. For example, New Process Pro is a free community where BPM practitioners share experiences, discuss frameworks, and reflect on what it really takes to build process-driven organizations.

Structured learning formats can help to create orientation, especially for practitioners who want to position BPM more strategically. A good starting point is a concise BPM roadmap that connects strategy, processes, and people – before diving into methods or tools.

Curated content such as podcasts, blogs, and BPM platforms helps to stay connected to the broader BPM discourse and emerging perspectives.

Most importantly, learning happens through application: facilitating workshops, coaching Process Owners, experimenting with BPM frameworks, and reflecting on what actually creates impact in a specific organizational context.

Examples mentioned above:
New Process Pro Community: https://www.newprocesslab.com/pro
BPM Roadmap Mini Course: https://www.newprocesslab.com/roadmap

Which skills are no longer relevant or not practically applicable yet (hype)?

No BPM skill is irrelevant per se – relevance always depends on purpose and context.

That said, I currently see a strong overemphasis on tools and technology compared to foundational capabilities.

Highly detailed process modeling, tool-driven BPM initiatives, or AI-first approaches often create activity without impact when organizations lack clarity about:
– their end-to-end processes,
– process responsibilities,
– and purpose.

Similarly, fully autonomous, self-optimizing process visions are still largely aspirational for most organizations. Without a strong process culture and clear accountability, they remain more hype than reality.

What is often underestimated – and still underdeveloped – are skills related to leadership, facilitation, sense-making, and cultural change. In 2026, these will differentiate BPM practitioners far more than technical specialization.

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Harald Kühn

Dr. Harald Kühn is a member of the management board of the BOC AG. He is responsible for the product management and the related strategic aspects of BOC’s ADONIS and ADOIT product portfolio. Dr. Harald Kühn works in the areas of BPM, EA, their integration and the usage of innovative technologies in these domains.
He is an author of over 20 publications about various aspects of BPM.

WWW: boc-group.com
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Twitter: @BOC_Group

How do AI and other trends impact the way organizations manage and run their processes?

If you provide this question to the ChatBots of the big players (see question 3), you already get very good answers with various perspectives on the related impact. No need to repeat the answers here.

Independent of that, I personally see three concrete impacts:

• In the near future, human work processes will be primarily influenced by AI-based technology for “knowledge-related tasks” (white-collar tasks) such as writing, analyzing, summarizing, researching, planning, programming, testing, conceptualizing, managing etc. For the next 3-5 years I do not see a major impact on “manual tasks” (blue-collar tasks) of human work processes such as repairing of physical things, construction, outdoor services, maintenance activities, nursing services etc. The latter might change with the upcoming wave of AI-based robotics.
• In the domain of “knowledge-related tasks” I see intensive usage of AI-based technology within all kind of tasks. This leads to a distinctive productivity boost for “knowledge-related tasks”, but not a complete replacement of such tasks by AI. As a result, the nature of human work will continuously change from “do-ing” to “govern-ing”.
• In the domain of “machine-based processes” or “automated processes” I see a clear trend to extend the automation domain from pre-defined or rule-based execution to agentic execution. The domain of agentic AI is still in an early maturity level, but the evolution speed rapidly accelerates (https://aaif.io/).

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

To be honest, actually I do not see big differences between 2025 and 2026 on this topic. But it might be even more important to focus on speed to deliver value and results quickly as just having an eye on costs and short-term profitability.

1. Continuous Learning: As the work environment, used technologies, practices, methodologies etc. are continuously changing, the learning process must do so as well. Continuous learning involves the persistent broadening of knowledge and abilities. Within the realm of workplace professional development, it focuses on acquiring new competencies and insights, as well as reinforcing previously acquired skills and knowledge.
2. Practical Engagement with AI-based Tools: To successfully integrate AI with its different flavors such as Machine Learning, GenAI, Agentic AI etc. into BPM, practitioners in 2026 must prioritize continuous learning. This includes formal training, up-to-date online courses, and participation in global industry events tailored to AI advancements. Hands-on experience remains vital – through pilot projects, close collaboration with technology teams, and practical applications such as designing contextualized prompts or applying domain-specific models. Particular emphasis should be placed on addressing modern challenges like information security, data privacy, and the ethical use of company data in conjunction with public GenAI and/or Agentic AI services. Furthermore, staying actively connected with the BPM and AI communities is critical. Engaging in professional forums, participating in discussions on cutting-edge case studies, and networking with experts will ensure practitioners remain informed about the latest trends, tools, and best practices shaping the field in 2026.
3. Use of Conceptual Modelling: The intensified use of multi-perspective conceptual modeling continues, incorporating sustainability, customer journeys, digital ecosystems, and value streams into cohesive BPM methodologies. This is accompanied by using a mix of different design, analysis and data-science techniques.

What are the best resources to learn those skills? (e.g. books, articles, courses)

A very valuable resource is of course Zbigniew’s recent co-authored book :
Practical Business Process Modeling and Analysis: Design and optimize business processes incrementally for AI transformation using BPMN

In general, I heavily recommend to use ChatBots as “interactive learning companions”. Especially if you use various of them in a combined way. They already reached a reasonable mature state including the possibility to guide you to trustful information sources during your “learning dialog” or to use their agentic features for powerful research. Very good examples are Le Chat by Mistral (https://chat.mistral.ai/chat), Gemini by Google (https://gemini.google.com/app), ChatGPT by OpenAI (https://chatgpt.com/), Copilot by Microsoft (https://copilot.microsoft.com/), Claude by Anthropic (https://www.anthropic.com/claude) or Perplexity AI (https://www.perplexity.ai/).

Books on Conceptual Modelling:
Domain-Specific Conceptual Modeling (Part 1): Concepts, Methods and Tools,

Domain-Specific Conceptual Modeling (Part 2): Concepts, Methods and ADOxx Tools,

Domain-Specific Conceptual Modeling (Part 3): The OMiLAB Community of Practice,

Metamodeling: Applications and Trajectories to the Future.

Free Conceptual Modelling Tools:
Library of more than 80 OMiLAB Modelling Tools,

ADONIS Community Edition,

ADOIT Community Edition,

ADONIS Academy Programme,

ADOIT Academy Programme

Which skills are no longer relevant or not practically applicable yet (hype)?

Any knowledge and experiences gathered in the past will influence decisions for the future. Therefore, even if specific skills, techniques or technologies are not really relevant any more, they are important to evaluate, decide on and apply new upcoming approaches.

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Prof. dr. Amy Van Looy

Prof. dr. Amy Van Looy holds a Ph.D. in applied economics. Before entering academia, she worked as an IT consultant. Being an associate professor at Ghent University, she coordinates the research cluster of “Process orientation” at the Department of Business Informatics and Operations Management. She teaches, among others, courses on research methods, process management, technology innovation and social media. Amy Van Looy is the recipient of the “Highest Award for Achievement” at the Dale Carnegie Consulting Program in 2007, the “Award for Best Contribution” at the OnTheMove Academy in 2010, the faculty’s “PhD Tutor Award” in 2022, as well as paper nominations (e.g., BPM2018, HICSS2025) and paper rewards (e.g., BPM2019). She was nominated in the top-10 for “Young ICT Lady of the year 2014” by the Belgian magazine DataNews, and was recognized as a tech role model by the non-profit “InspiringFifty Belgium” in 2020 (i.e., for being one of Belgium’s 50 most inspiring women in technology).

WWW: https://www.amyvanlooy.eu/
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X: AmyVanLooy

How do AI and other trends impact the way organizations manage and run their processes?

The biggest 2026 trend affecting how organizations are looking at their business processes is definitely related to generative artificial intelligence (genAI), including all its variants, tools, and (potential) realizations. It is true that AI in general has already been frequently mentioned in the past years as a dominant technology to support and rethink business processes (e.g., by software robots such as robotic process automation and chatbots as well by physical manufacturing robots and service robots). And this AI wave will continue to evolve, but now being specifically expanded with genAI.

Especially the rapid pace and new possibilities offered by genAI increasingly raise questions on how to properly take advantage of the wide range of more novel, widespread and accessible genAI opportunities. Of course, this also come with the need for a more critical attitude toward genAI use, which I still consider as a major challenge for organizations and society at large. For instance, genAI can be positively supporting routine tasks and beyond, while also security and ethical concerns need to be more carefully addressed. For instance, examples are related to underlying copyright issues and hallucination problems with fake information. Nevertheless, I am sure that 2026 will bring new avenues to further explore how genAI can be used for facilitating all kinds of BPM activities in a more trusted and fair manner, among others during process modelling, process execution and process optimization.

Additionally, instead of seeing genAI as taking over human tasks or human roles, a more strategic approach is required to use genAI for the better. By this, I mean using genAI for dealing with internal and external pressures that come, among others, from pressures surrounding burnouts, work overload problems, social and green sustainability, customer centricity, and agility needs. Besides strategic alignment for genAI, also business-IT alignment issues remain critical.

Hence, the AI trends in general and genAI in particular demonstrate once more that the BPM discipline is not just a technical discipline but also a true managerial discipline that needs a holistic lens by extending the traditional BPM lifecycle with managerial, cultural and structural features to obtain long-term process performance outcomes.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Thinking in terms of end-to-end value streams (instead of ad-hoc projects or siloed functional views per department) will remain highly important in 2026. By this, I mean putting the end customers first, and then exploring what business opportunities appear based on using digital technologies. While customer thinking is not necessarily new to 2026 (also in earlier years), much stronger employee-related skills will be needed to explore such business process opportunities because this contrasts from incremental process changes. Instead, upgrading skills related to out-of-the-box thinking, co-creation, ecosystem thinking, and experimentation with trial-and-error will increase much more in importance for creating business value to organizations.

Also, this value thinking needs to be further extended beyond purely financial or economic value (e.g., not just in terms of process costs, time, quality, flexibility). Instead, value thinking also need reconsidering the ecological footprints of specific business processes and the related social implications for obtaining a more responsible way of applying BPM. In this regard, AI algorithms are not necessarily fair and could be biased towards certain majority views. Also in decision-making, AI decision support mechanisms are not necessarily transparent and genAI features still have a high risk of hallucinations and so providing fake information. Consequently, a critical eye on using BPM for the good, will only increase in importance in 2026. This applies to everyone involved in BPM, namely BPM users, analysts, developers and employees in general will substantially benefit from a more open though critical view on how to explore those technology-based process opportunities.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Since genAI and other digital technologies are evolving, it remains important for organizations to stay up-to-date about recent developments in the digital landscape and which BPM implications are related. For instance, managers and employees can attend seminars, conferences and even look for collaborations with universities (e.g., for participating in case study research or action-based research). Managers can also inform themselves about BPM updates by talking to consultants, especially since their own company’s core competence might not necessarily be in BPM and digital technologies. This way of working also aligns with the idea of ecosystem thinking, namely partnering with other companies and universities to find synergies and co-creation options.

Furthermore, managers and employees might follow Master university classes (e.g., as a kind of credit contract system) on the advanced and/or emerging topics of BPM, process mining and process innovation. Just one example is a practitioner-oriented Springer handbook that explains how organizations can improve their business processes based on agile projects by taking advantage of digital technologies, and which is also used as university teaching materials with a lot of practical cases (https://link.springer.com/book/10.1007/978-3-031-59770-1).

Additionally, the annual International Business Process Management Conference will be organized in Toronto this year, and which I highly recommend for your October planning. This conference offers a broad range of workshops, fora, panels, presentations, etc. Such a conference is also a nice way for networking and getting in touch with BPM scholars and industry professionals.

Which skills are no longer relevant or not practically applicable yet (hype)?

The BPM skills of, let us say 20 or 30 years ago, are still relevant nowadays to exploit daily business. It is rather a matter of extending them with more explorative skills for also thinking in terms of innovating business processes in an agile manner. The underlying idea of process modelling, monitoring and optimization is still needed, and will remain valid. This means that the BPM lifecycle remains more or less the same, though requiring faster iterations in particular. While process execution used to be with software-specific BPM systems (or alternatively, ERP or SAP systems), those dedicated tools are now being extended towards more AI and genAI features by tool vendors. Hence, I consider those renewed skills and features not as opposing to or contradicting with conventional BPM skills, but rather as an organic evolution towards more ambidexterity for which the traditional exploitation of business processes remains valid while also keeping an eye on exploring new business opportunities and benefiting from digital technologies.

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Madison Lundquist

As Principal Research Lead, Madison Lundquist develops and executes APQC’s research agenda for process and performance management and serves as subject matter expert. She interviews leading organizations on their practices, identifies key findings from the research projects, and shares the approaches and best practices organizations use to manage processes, improve organizational agility, and continuously improve.

WWW: apqc.org/expertise/process-performance-management
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How do AI and other trends impact the way organizations manage and run their processes?

While the digital landscape is evolving rapidly, I don’t believe the fundamentals of BPM are changing all that much. If anything, having a strong foundation is becoming even more critical. The core essentials of process management remain consistent. Each year, when we ask process professionals about their priorities and challenges, the same themes continue to surface: process management, continuous improvement, and data and measurement. New technologies like AI, automation, and process mining can be powerful enablers, but they don’t replace the basics. In the end, people still run processes, and people don’t naturally love change—strong change management is what helps organizations move forward.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Each year, APQC surveys process professionals to understand their priorities and challenges for the year ahead. This year’s data highlights three areas where change is most needed within the process discipline: technology and tools, a more collaborative culture, and stronger integration with IT. In my view, these areas are deeply interconnected, especially as the digital landscape continues to evolve. Process professionals increasingly recognize the need to work more closely with IT to successfully implement new tools and technologies, and that level of integration isn’t possible without a collaborative culture.

When we look more closely at the skills BPM practitioners need to develop, survey participants consistently point to design thinking, change management, and analytics as the most critical. Together, these skills help practitioners not only design better processes but also drive adoption and demonstrate value through data.

What are the best resources to learn those skills? (e.g. books, articles, courses)

APQC has a robust Resource Library that includes content critical to process management professionals, along with our training courses and webinars that help process professionals learn the necessary skills to be successful in an ever-changing business environment.

Which skills are no longer relevant or not practically applicable yet (hype)?

Looking at our survey data over the past several years, problem solving and data management/data visualization have declined in perceived importance. We’re also seeing facilitation and project management ranking lower for 2026, which I find surprising. Facilitation, in particular, remains a critical skill for process professionals—especially when the goal is to truly understand how work happens across the organization. Strong facilitation and project management skills are what enable teams to thoughtfully assess the current state, propose meaningful improvements, and successfully execute change.

I also believe data management and visualization are undervalued in this year’s results. As digital tools and technologies evolve rapidly, clean, well-managed data becomes even more essential. Underestimating the importance of data foundations could ultimately create challenges for organizations that don’t invest the time and attention these skills require.

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Prof. Dr. Jan Mendling

Prof. Dr. Jan Mendling is the Einstein-Professor for Process Science with the Department of Computer Science at Humboldt-Universität zu Berlin, adjunct professor at Wirtschaftsuniversität Wien, and Principal Investigator at the Weizenbaum Institute, Berlin. His research interests include various topics in the area of business process management and information systems. He is co-author of the textbooks Fundamentals of Business Process Management and Wirtschaftsinformatik. He has published more than 500 research papers and articles, among others in IEEE Transaction journals and MIS Quarterly. He is inaugural Co-Editor-in-Chief of Process Science and Co-Founder of Noreja, a tool vendor focusing on generative process intelligence.

WWW: LI profile

WWW: Personal website

WWW: Noreja website

How do AI and other trends impact the way organizations manage and run their processes?

Best the organizational management of processes should dictate where which AI technology is used to make a substantial impact on the processes. But yes, AI functionality also improves and speeds up the way how we manage our processes. In noreja, we have integrated analytical support based on GenAI. Agentic functionality will be next. Autonomous agents will take care of tasks in the background and trigger actions where necessary.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Companies need resilience more than ever. This requires building capabilities and having processes under control. The next crisis is just around the corner. Denial is the wrong response to it.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The Fundaments of Business Process Management capture all the core methods that have not changed. It is great to see that now translations are available in German, French, Greek, Indonesian, Mongolian, Persian, Polish, Spanish, Ukrainian and soon also Brazilian Portuguese and Italian. These translations make fundamental BPM concepts even more accessible. I am very grateful for those who took part in the translation teams.

Which skills are no longer relevant or not practically applicable yet (hype)?

The Case Management Model and Notation is no more relevant. Among others, Camunda has marked their CMMN support as deprecated for a while. In contrast, agentic automation is on the rise in exactly this spot. Where CMMN was meant to address the underspecification of processes that humans should somehow fill, it is exactly here that agentic process automation can fill the gap.

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Nathaniel Palmer

Nathaniel Palmer is the CEO of Infocap AI Corp and the author of “Gigatrends” (2024) which recently reached #1 on Amazon’s “Hot New Releases” list for books on AI and Machine Learning. Rated as the “#1 Most Influential Thought Leader in Business Process Management (BPM)” by independent research, Nathaniel has also co-author over a dozen books on BPM and Process Improvement, as well as being the first individual named as a “Laureate in Workflow.” Over his career has he has the led the design and execution for some of the industry’s largest and most complex projects involving investments exceeding $200 Million and has overseen more than $2.5 billion in R&D around automation and AI.

WWW: www.infocap.ai
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How do AI and other trends impact the way organizations manage and run their processes?

Finally (!!) we are witnessing the inescapable yet fundamental shift from process as a static artifact to living, adaptive system.

For decades BPM was defined by documenting workflows, standardizing execution, and incrementally improving efficiency. The notion of adaptable, dynamic defined processed emerged as a first-class citizen within the BPM discipline in the late-2000s with Adaptable and Dynamic Case Management. Yet until now it was cast within the false dichotomy of Adaptability versus Automation – rather than embracing and enabling Adaptable Automation.

Today AI (notably Agentic AI) turns that notion on its head. Unlike Generative AI tools that provide answers or generate content, the newest wave of AI can act by executing tasks, collaborating with humans, and dynamically adapting to new challenges. “Agentic” or “Agent AI” moves beyond providing information to taking action, enabling processes which are no longer simply executed, but interpreted, optimized, and acted upon dynamically by digital workers operating, either with agency (autonomously) or working in concert with humans co-workers.

This present three significant changes in perspective on how changing how organizations manage and run processes.

First, work is moving from information → action. Generative AI was interesting when it produced answers. It becomes transformational when it executes multi-step workflows autonomously. That turns processes into decision-driven systems, not flowcharts.

Second, organizations are shifting from task automation to end-to-end orchestration. Intelligent automation now spans documents, decisions, integrations, compliance, and human collaboration—collapsing silos that BPM unintentionally reinforced for decades.

Third, trust becomes the limiting factor. Black-box AI fails in regulated, mission-critical environments. The future belongs to glass-box automation: observable, explainable, auditable systems grounded in operational excellence disciplines, not statistical mysticism.

In short, AI doesn’t replace or obviate process management, but rather hastens its need for successful business transformations, especially where AI adoption is deemed a key success factor.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Most of all (and building on the points above) the BPM practitioner of 2026 is no longer a process modeler but rather the designer of human-machine collaboration. This true not just for human facing processes, but in understanding and leading the holistic orchestration of processes (or more apropos, attempting to holistically understand the process and moments of automation within your enterprise).

The new mission of BPM practitioners is make palpable and comprehendible to business stakeholders the re-envisioning the structure of the task to be not a single, discrete unit of work, but business outcomes, and to remove the distinction between what supports a task and the task itself – as well as who performs the work.

This is framed by making the work done by humans more consistent, predictable, and less reliant upon subjective interpretation of policies and rules, while simultaneously expanding the aperture for what is automatable, where digital workers and human workers use the same systems, follow the same rules, as well as are equally observable and accountable. Success requires a new set of critical skills and techniques than previously defined BPM as a discipline. These include:

• Decision Intelligence & Rule Design: the ability to externalize decisions from code and models into explicit, governed logic is foundational. If you can’t explain why a system acted, you don’t control it.
• Agent Orchestration & Digital Workforce Design: practitioners must design how AI agents, humans, and systems collaborate—who decides, who executes, who escalates.
• Operational Data Literacy: not data science, but knowing which data matters operationally, how it flows, and how it creates accountability.
• Process Observability & Metrics: AI without measurement is theater, not transformation.
• BPMN as an AI Orchestration Language: there are very individuals sufficiently knowledgeable of BPMN, DMN, and CMMN to use create useful models of agentic workflows which stand on their own, yet BPMN remains the closest thing to a true lingua franca for AI Orchestration.

Behaviors and attitudes that create value

• Skeptical optimism: excited about AI, intolerant of hype.
• Human-centric mindset: automation exists to amplify human capability, not obscure responsibility.
• Systems thinking: understanding second- and third-order impacts of automation across people, compliance, and culture.
• Governance-first thinking: designing control, transparency, and auditability from day one.

The practitioners who thrive will be those who can translate ambition into execution, rather than evangelizing a particular methodology or technology. Be a change agent and transformer, not an ideologue.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Books

• Gigatrends (Koulopoulos/Palmer, 2024): a foundational primer for understanding where work, identity, AI and automation are heading over the next decade and beyond.
• Decision Management Systems (Taylor/Raden) still one of the clearest foundations for understanding decision intelligence
• Business Process Management: A Rigorous Approach (Martyn A. Ould): still the single best source for understanding BPM as a discipline and as a learning foundation to build upon with contemporary concepts such as agentic AI.

Technical Learning Paths

• Python (if not already conversant, start your own learning path and explore frameworks such as Django, Flask, FastAPI, et al.)
• Decision intelligence and rules-based automation platforms
• Low-code / no-code workflow orchestration tools
• AI governance and compliance training (especially for regulated sectors)

The driving the learn path behind the modern BPM Practitioner should be learning how to operationalize AI, not how to demo it.

Which skills are no longer relevant or not practically applicable yet (hype)?

Some hard truths about skills that are no longer relevant or mostly hype:

• Pure process modeling without execution context: BPMN diagrams that never touch production systems are mostly irrelevant, and this is most of them (i.e., out of the sum total of process modeling artifacts only a small percent make it execution). Process modeling is not dwindling in value as much as it is becoming a lost art, but what will sustain it is the ability to create models as living artifacts, able to be linked to execution context.
• “Prompt engineering” as a standalone skill: useful tactically, but not a profession. Prompts don’t scale, but the key to success for a BPM Practitioner has always come down to the ability to ask the right questions. In the GenAI era this will often mean framing the right questions as prompts, but prompts are only as effective the questions they represent (however they are expressed).
• Black-box machine learning for core operations: if you can’t explain or audit it, you can’t deploy it responsibly at scale. All decisions and actions made through automation must be transparent, observable, and appealable.
• AI “ethics” without operational accountability: Ethical AI discussions disconnected from real workflows, controls, and metrics are well-intentioned but insufficient. Focusing on automated outcomes is more important than chasing model training bias.
• AI-powered Automation Without Modeling: The biggest hype of all is the belief that AI strategy can exist without operational excellence. It cannot. That gap is where most failures occur. Automating poorly designed processes is faster than process improvement, and can also be more effective when transparent and aligned to outcomes. The critical difference is not upfront re-engineering but continuous measurement and optimization.

AI doesn’t diminish the role of BPM. Raises it raises the bar and hastens the need for skill BPM professionals able to apply traditional methods to contemporary system design. The future belongs to practitioners who can design clarity in a world of increasing autonomy.

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Brian Reale

Brian Reale is a serial entrepreneur. Brian founded a telecommunications company in 2000 called Unete Telecomunicaciones which provided, voice, data, and satellite services in Latin America. Brian sold Unete to a publicly traded US telecom company in 2000. Brian was also the co-founder of Spotless LLC, an entertainment technology company that developed projection mapping technology for major live entertainment industries.

Brian has been involved in the workflow and BPM industry since he co-founded ProcessMaker in 2000. ProcessMaker is a leading open source BPM suite. The ProcessMaker BPMS has been recognized with numerous awards and pushes the bounds of BPM with a fundamental belief that process management can be simple, elegant, and easy to use.

Brian graduated magna cum laude from Duke University in 1993 and was awarded a Fulbright scholarship in linguistics in Ecuador in 1994.

WWW: https://www.processmaker.com
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Twitter: @breale
Twitter: @processmaker

How do AI and other trends impact the way organizations manage and run their processes?

The fundamental shift for 2026 is the realization that Agentic AI is the natural evolution of Case Management. For decades, Case Management was the “exception” to the rule—the way we handled unstructured work that required human judgment. Now, the AI Agent has become the ultimate knowledge worker.

• From Deterministic to Intent-Driven: We are moving away from “Hard-coded Workflows.” Instead of a rigid path, we give an Agent a goal (the “Case”) and the boundaries (the “Governance”). The Agent then orchestrates the steps to reach that goal.
• The Orchestration Stack: We are seeing a “Layered Intelligence” approach. Organizations no longer rely on a single LLM. They use BPMN as the control plane to prevent “agent-to-agent” chaos (the digital equivalent of Chinese phone tag), DMN for cost-effective deterministic logic, and Agents to handle the “messy” middle of the work.
• The Death of the Static Interface: We are seeing the “disappearing UI.” Instead of users clicking through 10 screens in a portal, they are interacting with processes via natural language or voice. The process is becoming invisible, running in the background and only “surfacing” to a human when a judgment call is required.
• Process Intelligence as the Foundation: You cannot have effective AI without Process Intelligence (PI). Organizations are realizing that feeding an LLM their data isn’t enough; they need to feed it their operational context. PI acts as the digital twin that tells the AI exactly how work currently happens so the AI can actually improve it rather than just automate a broken step.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The BPM practitioner of 2026 is less of a “Map Maker” and more of a “System Architect of Intent.”

• Skill: Governing Autonomy: You must learn how to design “BPMN Guardrails.” The skill is no longer just drawing a line from A to B; it’s defining the sandbox in which an AI Agent can safely operate without creating a feedback loop or a compliance nightmare.
• Technique: Hybrid Modeling (BPMN + DMN + LLM): Value is created by knowing which tool to use for which task. You use DMN for regulated, binary decisions to keep costs low and outcomes certain; you use BPMN to maintain the state machine; and you use Agents for everything that requires “understanding.”
• Attitude: Pragmatic Optimism: You must embrace the power of Agents to solve the “un-automatable,” but maintain a healthy skepticism regarding the “black box.” The best practitioners will be those who refuse to let agents manage agents without a structured BPMN “supervisor.”
• Skill: Prompt Engineering & AI Literacy: You don’t need to be a data scientist, but you must understand how to “instruct” an AI agent. Understanding RAG (Retrieval-Augmented Generation) and how to give an agent the right “knowledge base” is more important than knowing how to drag-and-drop a gateway.
• Technique: Value-Based Orchestration: Stop measuring “time to complete a task.” Start measuring “value created per process cycle.” In 2026, practitioners must focus on orchestrating diverse “workers”—humans, bots, and AI agents—into a unified stream.
• Attitude: Radical Agility: The business environment is too volatile for “annual process reviews.” Practitioners must adopt a mindset of continuous, real-time optimization.

What are the best resources to learn those skills? (e.g. books, articles, courses)

• The “Trifecta” Frameworks: Study the intersection of BPMN 2.0, DMN 1.x, and AI Agentic Frameworks (like LangChain or AutoGPT). Understanding how these three standards talk to each other is the “Gold Standard” of 2026.
• Case Management Theory: Revisit the core principles of CMMN (Case Management Model and Notation). Even if the notation itself is less common, the philosophy—that work is a collection of events and data rather than a straight line—is exactly how Agentic AI operates.
• Cost-Benefit Modeling for AI: Learn to calculate the “Token Cost vs. DMN Cost.” As models get larger, the ability to offload logic to deterministic DMN tables becomes a major competitive advantage in operational efficiency.

Which skills are no longer relevant or not practically applicable yet (hype)?

• Irrelevant: Perfectionist Process Mapping. If you are spending months on a “Current State” map, you are documenting the past. In 2026, Process Intelligence (PI) tells us the current state in real-time; the practitioner’s job is to design the “Governed Future State.”
• Hype: The “Agent-Only” Enterprise. There is a lot of hype around letting Agents run the whole show. This is a recipe for disaster. Without a BPMN State Machine, you lose auditability and control. We don’t want “Chinese Phone Tag” where one agent misunderstands another until the process drifts into a hallucination.
• Hype: Purely Generative Decisioning. Using an LLM to decide on a credit limit or a medical diagnosis is still a “hype” risk. For those outcomes, we still require the DMN layer for total transparency and 100% repeatability.
• Irrelevant: Manual Coding for Connectors. Building “hand-coded” integrations and scripts is a dying art. AI can now generate these connectors or use “action-based” APIs on the fly. If you are spending weeks writing integration code, you are falling behind.
• Irrelevant: Rigid BPMN Perfectionism. Spending three months perfecting a 50-page BPMN manual is now a liability. By the time you finish the map, the business environment has changed.
• Hype: Fully “Autonomous” Enterprises. While we talk a lot about agents, the idea that a company can run entirely without human oversight in 2026 is still hype. The “Human-in-the-loop” is not an elective; it is a requirement for governance, ethics, and complex decision-making.

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Adrian Reed

Adrian Reed is a true advocate of the analysis profession. In his day job, he acts as Principal Consultant at Blackmetric Business Solutions where he provides business analysis consultancy and training solutions to a range of clients in varying industries. He is editor-in-chief of the quarterly open-access magazine BA Digest, and he speaks internationally on topics relating to business analysis and business change.  Adrian wrote the 2016 book ‘Be a Great Problem Solver… Now’ and the 2018 book ‘Business Analyst’

You can read Adrian’s blog at http://www.adrianreed.co.uk and connect with him on LinkedIn at https://www.linkedin.com/in/adrianreed/

WWW: http://www.adrianreed.co.uk
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How do AI and other trends impact the BA?

This is a really interesting question, Zbigniew, and one that lots of people are asking. I suppose at this point it’s worth highlighting that my background is business analysis, rather than business process management. Of course, there’s overlap, but I’m likely to have a slightly different lens on these questions compared with your other interviewees…

In my mind, this question has three core angles:

Angle 1: How can BAs utilize AI to become even more efficient and effective
Angle 2: How can BAs work with their stakeholders to ensure organizations deploy AI in an effective, ethical, safe and secure way.
Angle 3: How might customers, suppliers or “service users” start using AI, and how might that impact our processes, services or “systems” (in the broadest sense).

I think a lot of the debate is currently around Angle 1, and that’s understandable. Yet, for me, Angle 2 is even more crucial. And there’s so much value that a BA can add here. One of the key ways I believe I’ve added value in my career is encouraging people to pause, stop and understand the real set of problems they are trying to solve, or outcomes they are trying to achieve. Too often, people reach for the most seductive, shiniest, newest thing. That’s human nature, we all do it. But with something like AI, where the consequences of getting it wrong could be huge, ensuring adequate thought is crucial.

Angle 3 is a big topic on its own, so that’s a blog for another time. But imagine a world where a customer sends an AI agent to interact with your company’s live chat. Do you allow that? Do you care? Can you even detect it…? But that’s just scratching the surface…

So, in my view, BAs absolutely need to be thinking about AI, experimenting, and learning.

What are the skills, techniques, behaviors, and attitudes that can help Business Analysts create value for their organizations in 2026?

For me it’s always about ensuring that the desired outcomes are stated and agreed. I’ve been on too many projects where there’s surface level agreement on what’s being delivered… but when you pick away at the edges you realize that people have no shared agreement on “why”.

This sounds trivial, but it isn’t. This can happen at a micro or macro level. People might say “we want a new CRM system” or even something like “we just want a new field”. Well fine, a new field sounds small doesn’t it?

But when you probe, you find that they want a “source of business” field so the marketing team can test which marketing campaigns work. Their actual aim is to “optimise marketing spend”. Once you know that, you can work with them to figure out a way of doing that… and spoiler alert: a new field (on its own) almost certainly won’t achieve that.

Add AI into the mix, and the potential impacts on process, policy and ethics and there needs to be someone asking the tricky questions. For example “what groups might be negatively impacted if we do this? And are we OK with that, ethically? Can we mitigate it?”, and sometimes, frankly “should we actually be doing this at all?”.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Well, obviously everyone should read bpmtips.com! And I’d also plug a quarterly magazine that I edit, BA Digest. It’s completely free and available at BAdigest.link.

I’d also say find people on LinkedIn who are knowledgeable practitioners and follow them. There are too many people here that I really respect for me to name anyone (as I fear I’d leave someone out!).

Also, with AI, I genuinely think things are moving so quickly the best way to learn it is to do it. Start, experiment. If your company doesn’t currently have an AI policy, do it at home. There are so many resources out there, many are free.

Which skills are no longer relevant or not practically applicable yet (hype)?

I always struggle with this question! I find myself taking meeting notes much less frequently now, as I find usually (for non-confidential meetings) people are happy for them to be recorded and transcribed. However, I’m always very diligent about checking the meeting summaries (again, this is an area where bias can inadvertently happen. E.g. if someone is speaking English with an accent, their points may not be transcribed accurately, which means their views are not accurately represented. It’s so important to be aware of stuff like that).

But, on the whole, I think it’s “the same but different”. Business analysis has always been, in my view, a primarily human endeavour. Perhaps it’s even more so now, as AI tools can help with some of the more routine aspects, we can spend more time with people. And that has to be a good thing.

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Björn Richerzhagen

The trained businessman, business economist and business IT specialist is one of the most sought-after BPM experts. The BPM rationalist has been at the interface between departments and technology for two decades now and sees himself as a translator between the worlds. As a BPM consultant and trainer, he is OCEB and CBPP certified and accompanies process initiatives at company level as well as process automation projects as a workflow analyst.

In his private life, the family man is involved in numerous community / charity projects, enjoys traveling (Europe and Africa), listens to a lot of music (everything that has bass) and is an enthusiastic ocean sailor.

WWW: https://www.mi-nautics.com/
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How do AI and other trends impact the way organizations manage and run their processes?

We observe that our customers are highly interested in AI with a strong focus on AI being a resource in a process, not so much being the resource orchestrating the process. Often they fail to identify use cases that ofter a true business benefit. Hence, it is often a discovery and get accustomed to the AI tech stacks. Anyway, we assume use cases creating a real business value are on the rise and will gain traction in 2026.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

Besides from foundational process management skills (they never get old), we foresee that proper training on AI and skills on creating effective guardrails will become most relevant things to work on. To accept AI agents will become team members will speed up process execution generally as they can be engaged in tedious work whereas human colleagues may focus on what the can do best: human oriented work, system design, creative work, exception handling etc.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Numerous sources for AI and process management can be found not only in books but also on the internet. The first one is still rapidly developing. Hence, the time it takes to publicize cannot keep up with current developments. Numerous blogs, video and pod casts (mainly from scientists, vendors and consultants) offer valuable insights but have to be critically judged if it is just buzz or if it contains generally applicable principles. The latter, process management, is more profound and magazines and books can be helpful for first steps in process management. Anyway, recent developments in BPM can also be found in numerous online sources.

Which skills are no longer relevant or not practically applicable yet (hype)?

Process Mining and RPA seem to be beyond its peak. Customers invested heavily but either did not get the expected return or are now facing the consequences they have not been able to foresee. Whilst edge cases exist where a positive business value is existent, the advertised approach by tool vendors to be generally applicable on a bread range in processes turned out to be technically true but often of little value when a ROI is calculated.

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Pedro Robledo

Pedro Robledo is President and Co-founder of the Spanish chapter of ABPMP International and a leading authority in Business Process Management (BPM), digital transformation, and artificial intelligence. He is the author of the Business Process Maturity Model (BPMM, 2014), a framework adopted globally to assess and elevate process maturity across seven pillars: Strategy, Processes, Technology, People, Governance, Methodologies, and Culture, helping organizations define and execute successful BPM roadmaps.

With over 25 years of experience, Pedro’s mission is to help professionals and organizations rethink, redesign, and future-proof their processes, connecting operational excellence with strategic innovation. He has led initiatives in multinational organizations and served as a jury member for the WfMC Awards for Excellence in BPM & Workflow, reinforcing his position as a recognized thought leader in the field.

Currently, Pedro focuses on:
Acting as a thought leader and architect in BPM, AI, and Autonomous Agents
Designing strategic roadmaps for BPM, AI-driven automation, and enterprise architecture
Researching Agentic AI and its impact on organizational process maturity
Teaching and delivering advanced, strategic BPM education, bridging innovation, governance, and operational excellence

He shares insights and thought leadership through his newsletters and publications:
Diario de un COO – High-level operational management insights: https://lnkd.in/dnYn4ybU
BPM & AI-Driven Innovation – The process revolution in the age of AI: https://lnkd.in/dE8eH3VR
Voces BPM – Inspirational cases and people: https://www.linkedin.com/newsletters/voces-bpm-casos-testimonios-7346543494393466881/

Pedro is committed to empowering professionals and organizations to think critically about processes, moving beyond tools and certifications through consulting, advisory, frameworks, training, and applied intellectual leadership.
Philosophy: He believes that processes are not just tasks to manage—they are the foundation for innovation, resilience, and value creation in the age of AI.

Pedro’s specialties include BPM, BPMM, PEMM, AI applied to processes, Agentic AI, process innovation, enterprise architecture, process benchmarking, strategic roadmaps, BPMN, and DMN.
He currently counts 32,722 LinkedIn followers, reflecting his growing influence as a BPM and AI thought leader, with over 1,700 new followers gained in the past year.

WWW: pedrorobledobpm.blogspot.com.es
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How do AI and other trends impact the way organizations manage and run their processes?

By 2026, processes are no longer simply managed. They are co-managed with AI, but this does not mean chaos, nor does it mean abandoning structured processes.

AI has pushed BPM beyond documentation and isolated optimization toward continuous, autonomous orchestration. However, one of the biggest challenges organizations face today is not the lack of automation, but the lack of coherence. Many companies have accumulated hundreds of task-level automations, copilots, bots, and agents that optimize locally but damage performance end to end.

This is where BPM becomes more important than ever.

Processes are evolving from static representations into living operational systems. BPMN models are no longer frozen diagrams; they are increasingly connected to execution engines, process mining, and decision services, forming operational digital twins that reflect reality in near real time. These twins allow organizations to understand how work truly flows from start to finish, not just how individual tasks are automated.

At the same time, decision automation becomes a structural element. DMN is essential to ensure that AI-driven decisions remain consistent, explainable, auditable, and aligned with strategy and regulation. Without DMN, AI quickly becomes a black box operating at task level, increasing risk rather than reducing it.

This brings us to CMMN and case management, which play a crucial, but often misunderstood role. The rise of AI agents and knowledge-intensive work has revived interest in CMMN, as many business scenarios are event-driven, non-linear, and unpredictable. Case management is extremely powerful for handling variability, exceptions, and human judgment.

However, a dangerous misconception is emerging: the idea that everything should become case management.

Structured, repeatable, high-volume processes do not disappear in 2026. They still require BPMN, clear flows, performance control, and optimization. Treating all work as cases creates fragmentation, weak governance, and loss of end-to-end visibility. Autonomous agents should not live only inside CMMN worlds; they must operate across BPMN, DMN, and CMMN, depending on the nature of the work.

The real shift is not BPMN versus CMMN, but intentional orchestration. BPM provides the backbone that connects structured flows, unstructured cases, and AI-driven decisions into a coherent operating model.

Human roles, therefore, move upward. People stop managing task execution and start governing behavior, intent, and outcomes. AI handles coordination, optimization, and execution, but BPM ensures that all of this happens end to end, not in isolated pockets.

In short, BPM in 2026 becomes the discipline that prevents intelligent automation from becoming intelligent chaos. In 2026, BPM is not about choosing between BPMN, CMMN, or AI agents. It is about orchestrating them coherently. Without BPM, intelligent automation becomes fragmented, risky, and opaque. With BPM, organizations gain control, clarity, and scalability, even in an autonomous world. The real challenge is not automating more. It is automating with intent, structure, and governance. And that is exactly where BPM proves its relevance again.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

The BPM professional of 2026 is not a simple process analyst, nor a task automator. They are a business process architect and business orchestration designer.

A critical skill is the ability to design end-to-end processes that combine BPMN, DMN, and CMMN intentionally. Practitioners must know when to use structured flows, when to enable case-driven behavior, and how decisions and AI agents operate consistently across both. This architectural thinking is what separates scalable automation from fragile experimentation.

AI-first process design is no longer optional, but it must be process-first, not task-first. BPM professionals must be able to challenge initiatives that automate individual tasks without understanding upstream and downstream impact. Value in 2026 comes from optimizing the whole system, not local efficiency.

Decision-centric BPM remains essential. DMN provides the guardrails that allow autonomous agents to act responsibly across both structured processes and cases. Without decision models, agents become unpredictable and governance collapses.

Process mining skills also evolve. Practitioners must use mining not just to discover flows, but to expose fragmentation caused by disconnected automations, identifying where task-level optimization has broken end-to-end performance.

From a behavioral standpoint, BPM professionals must be comfortable saying no. No to automation without process context. No to agent deployments without governance. No to replacing structured processes with cases simply because “AI is flexible.”

Ethics and accountability remain central. As automation becomes more autonomous, BPM practitioners increasingly act as custodians of fairness, transparency, traceability, and compliance, across flows, cases, and decisions.

Above all, BPM in 2026 requires a relentless focus on business outcomes. Automating tasks is easy. Designing resilient, compliant, and scalable operating models is hard, and that is where BPM creates value.

What are the best resources to learn those skills? (e.g. books, articles, courses)

To operate at this level in 2026, learning must go far beyond tools.

The BPM classics remain essential because they teach systems thinking. Hammer, Rummler & Brache, and Weske provide the intellectual discipline needed to reason end to end, something desperately needed in an era of fragmented automation.

At the same time, practitioners must deepen their knowledge of BPMN, DMN, and CMMN as a coherent triad, not as isolated standards. Understanding how these standards complement each other is fundamental to governing AI-driven operations.

Formal education in Strategic Process Management becomes increasingly relevant, particularly when it incorporates process architecture, decision governance, AI, and maturity assessment. In complex organizations, knowing what to automate is less important than knowing what the organization is ready to automate.

This is why BPM maturity models regain strategic importance. My BPMM evolved for 2026, explicitly addressing AI, decision automation, agentic behavior, governance, and the balance between structured processes and cases, is essential to avoid both under-automation and reckless over-automation.

Beyond formal learning, practitioners must stay close to real implementations. Process mining academies, decision automation communities, and practitioner forums that discuss BPM + AI honestly (not just vendor marketing) are critical.
And, as always, experimentation matters. Working hands-on with AI agents inside structured processes and cases is the only way to truly understand where each approach adds value.

Which skills are no longer relevant or not practically applicable yet (hype)?

Some trends need to be challenged openly.

Task-level automation without end-to-end process thinking is rapidly becoming a liability. Organizations full of disconnected bots and copilots often perform worse than those with fewer but well-orchestrated automations.

Over-reliance on case management for everything is another emerging risk. CMMN is powerful, but it is not a universal replacement for BPMN. Treating all work as cases leads to loss of predictability, weak KPIs, and governance gaps.

Manual documentation and static modeling are also declining. AI now generates documentation automatically from execution data. The valuable skill is not writing documents, but validating, governing, and improving AI-generated process knowledge.

On the hype side, the idea of a fully self-managing organization remains fiction. Autonomous agents still need human-defined intent, constraints, and accountability. AGI- or ASI-driven BPM is not a practical reality in 2026, and pretending otherwise creates unrealistic expectations and poor decisions.

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Prof. Michael Rosemann

Dr Michael Rosemann is the Director of the Centre for Future Enterprise and a Professor for Information Systems at the Business School, Queensland University of Technology (QUT), Brisbane, Australia.
Dr Rosemann’s main areas of research are corporate innovation, revenue resilience, process management and trust management. His work is focused on creating compelling future worlds with today’s possibilities that make current practices obsolete. As a researcher and advisor to board rooms and senior executives he is committed to advancing research-informed knowledge and confidence in order to appreciate the emerging design space and to create an increased ‘sense of ambition’ and innovation appetite.
Dr Rosemann is the author/editor of ten books, more than 350 refereed papers in outlets such as MIS Quarterly, European Journal of Information Systems, Journal of Strategic Information Systems, Information Systems and Journal of the Association of Information Systems, Editorial Board member of ten international journals (incl. MISQ Executive) and co-inventor of US and European patents. His ‘Handbook of Business Process Management’ (with Prof. Jan vom Brocke, second edition) is a comprehensive consolidation of global BPM thought leaders. His publications have been translated into German, Russian, Portuguese and Mandarin. His latest book, ‘The New Learning Economy’ (with Martin Betts), has been published by Routledge in December 2022.
Michael provides advice related to performance, innovation, trust and process management to organisations and their executives from diverse industries including telco, banking, insurance, utility, retail, public sector, higher education, logistics and the film industry. He is also the Honorary Consul of the Federal Republic of Germany in Southern Queensland.

WWW: https://www.qut.edu.au/research/michael-rosemann
WWW: http://www.michaelrosemann.com/
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How do AI and other trends impact the way organizations manage and run their processes?

AI in all its forms – machine learning, generative AI, agentic AI – has three main impacts within business processes.

First, its deep machine learning capacity provides the opportunity to delegate a new range of typical human activities to technology. This is what I call autonomization as it reflects the ability of AI to autonomously make decisions. Instead of specifying what needs to be done (automation), and as common in business process modelling, autonomization requires a definition of the why of an activity or a process. Thus, organisations need to become more explicit in terms of process objectives and related constraints and guardrails. Also, responsibility will have to complement feasibility, viability and desirability as a key criterion in assessing process improvement proposals. This is why we developed a Process Canvas  consisting of these four dimensions as a way to support comprehensive process contextualisation ‘on a page’.

Second, this increased potential for delegation will make substantial capabilities exclusive to humans available for future business processes. This impact is called humanization, and a BPM community traditionally focused on streamlining processes seems poorly prepared to benefit from this capability. This is a tremendous opportunity for process designers, but it will not be adequately harvested with common reductionist, technology-centric approaches. Instead, organisations are encouraged to follow a resource-based, human-centric view and explore the extent to which personal 1-1 advice, diagnostics, therapy, care or new services can add value to its business processes. In a world of ubiquitous AI utilization, humanization might become the distinct factor in tomorrow’s business processes.

Third, augmentation describes the AI-enabled creation of entirely new forms of value resulting from the interplay of humans and machines. For example, a retailer might enhance its online shopping process by providing a conversational as opposed to a transactional experience. A bank might use proactive banking and not only anticipate but flip the process and actually run transactions on behalf of its customers. And a university might consider precision education, i.e. personalised educational processes. This emergence of new value is in sharp contrast to the common elimination of non-value.

Beyond considering the impact of AI within processes, we need to be aware of the growing role of AI on business processes. This includes the use of AI along all stages of the business process lifecycle and includes AI-supported identification of high priority processes, detection of process issues, and conversational navigation across large process data derived via process mining. In addition, we also see an increased use and maturity of AI in the context of explorative BPM, i.e. supporting BPM professionals in identifying entirely new process design options.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

With the growing AI footprint in business processes, it is needless to state that data and algorithmic literacy, but also ethical literacy will be essential.

As we witness increasingly digitised, friction-free processes, we are moving from a focus on pain points to a concentration on opportunity points within business processes. Rather than only looking to the inside and analysing existing problems, BPM practitioners also need to explore a growing process design space and assess new value opportunities. This will mean experimentation might become more important than expertise, and the social licence to experiment with corporate but also with public business processes will be required. For example, we might see (autonomous) A/B testing more often embedded in processes that otherwise were aimed for predictability and stability. The required new skills, techniques and attitude include curiosity, environmental scanning, hypothesis testing and comfort with minimum viable business processes among others.

We also encourage organizations to develop futures literacy, i.e. assess different types of process futures – preferred, plausible, possible, probable futures – and develop robust response strategies so that process designs remain decisive and agile.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The global uptake of the book ‘Fundamentals of Business Process Management’ by my dear colleagues Marlon Dumas, Marcello La Rosa, Jan Mendling and Hajo Reijers demonstrates that it remains the point of reference for every BPM professional. The very recent book Enterprise AI (edited by Shazia Sadiq, published by Springer 2026) provides a contemporary overview about the impact of scalable AI capability on organisational assets including its business processes. In this book, we also elaborate on the notion of process autonomization.

There are many high-quality BPM learning resources available, often with strong regional roots. One example is the largest Brazilian BPM YouTube channel, hosted by Andréa Magalhães from dheka, who visited us here at QUT in Brisbane last year. The channel covers a broad range of BPM topics (from fundamentals to innovation, research, and emerging topics) and has an impressive 30,000+ followers. A good podcast with a strong AI lens on all matters BPM is Lukas Egger’s Process Transformers.

The International BPM Conference will take place in Toronto, Canada, end of September. This remains the event that brings the global BPM community together like no other, including various forums and workshops to specific BPM topics, and it is always a wonderful week to experience and discuss the emerging state-of-the-art.

Finally, it is great to see the uptake of the new journal Process Science, the new flagship journal on BPM and process mining.

Which skills are no longer relevant or not practically applicable yet (hype)?

As processes start to reach the state of being streamlined and digitised, techniques dedicated to the search of waste (Lean Management) and non-value might become less relevant. This will be amplified by the fact that in a world of cloud-based business processes, types of waste like bottlenecks will be a dying species.

There might be two nuanced versions of BPM becoming relevant soon. Individual Process Management (IPM) will be dedicated to the optimisation of our very own personal processes (e.g., shopping, banking, healthcare) as AI assistants might take over more of the transactional duties in our lives. As a consequence we might become orchestrators of such individual processes. How we approach and best support Individual Process Management is still in its infancy.

Public Process Management (PPM) is about entire national business processes. Digital infrastructure including government processes are becoming a new distinct competitive feature of global investment and trade attraction. The design and management of such processes is still poorly understood, exposed to a wide range of contextual factors (e.g., national risk aversion, digital literacy). The diversity of global process practices is a rich source of insight for academics and PPM professionals.

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Serge Schiltz

Serge Schiltz is CEO and founder of processCentric GmbH, a European consulting and training firm focused on business process management. With his extensive practical experience as a senior consultant working with clients on their BPM challenges in different industries, he has been able to build a solid reputation over the past decades. Author, trainer, university lecturer and conference speaker in English, German and French. Member of OMG’s DMN Task Force and contributor to the OMG Certified Expert in BPM (OCEB) examination.

WWW: https://www.processcentric.ch/en
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How do AI and other trends impact the way organizations manage and run their processes?

The way that we approach process discovery could potentially take an entirely new perspective if we use generative AI tools for documenting business processes. To date, the way business representatives describe their processes is influenced by the process analyst, who typically takes a BPM expert approach and gives direction to the interviews. If we manage to build AI tools that can transform process descriptions as made by SMEs in the form of written text, audio, or video (Why not describe your processes using Lego or Playmobil for Business?), there will be less of the expert bias in process modeling and models will be truly owned by the business.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

It remains key for BPM practitioners to understand the value proposition and strategy of the organizations that they work with. To me, OMG’s Business Motivation Model (BMM) is one of the most important tool to understand and apply for being able deliver value to an organization through BPM.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The BPM certifications of OMG (OCEB certification program) cover the Business Motivation Model and it is no surprise that many candidates have difficulty answering the BMM questions. OMG’s BPM certification task force is currently finalizing the questions for the new edition of the Fundamental level exam, of which 10% will about the BMM, 70% BPMN, 15% DMN, and 5% CMMN. There is little use modeling business processes, rules, or cases, as long as you don’t understand the business context and purpose. If you are looking to understand BMM, you can read my books for the Fundamental or Intermediate exam certification preparation, or the Fundamental prep book of Tim Weilkiens. My colleague Joshua Ara and I are currently putting the final touches to a new book that will prepare you for the next edition OCEB Fundamental exam … expect this to be published late February or early March.

Which skills are no longer relevant or not practically applicable yet (hype)?

I see a lot of potential in case modeling using CMMN. Yes, this approach has not been successful (yet) and some vendors even completely scrapped if from their offering, while enhancing the capabilities of BPMN adhoc subprocesses. I expect that this proprietary approach will disappear in the near future and that BPM practioners will at last understand the value that the standard CMMN brings. Read Bruce Silver’s “CMMN Method & Style” if you are not familiar with it yet, or my new book that I mentioned above. There are excellent tools on the market that offer CMMN support. Watch out for Trisotech and Flowable!

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Jim Sinur

Jim Sinur is an independent thought leader in applying smart Digital Business Platforms (DBP), Customer Experience/Journeys (CJM), Business Process Management (BPM), AI, Automation (RPA), Low-code and Decision Management at the edge for enhanced business outcomes. His research and areas of personal experience focus on intelligent business processes, business modeling, real time data feedback with heterogeneous data types, business process management technologies, smart process collaboration for knowledge workers, process intelligence/optimization, AI applied to business policy/rule management, IoT and leveraging business applications in processes. Jim was a contributor to Forbes in AI. Jim is also one of the authors of BPM: The Next Wave. His latest book is Digital Transformation. Innovate or Die Slowly. Jim also co-authored recently a new book entitled “Practical Business Process Modeling and Analysis”. Jim’s personal blog is approaching two million hits to date. Jim is also a well known digital and traditional artist. His recent adventures include songwriting. He is revisualizing his art and marketing his music with generative AI.

WWW: https://www.forbes.com/sites/cognitiveworld/people/jimsinur/
WWW: http://www.james-sinur.com/
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What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

There are a number of skills that BPM folks could pick up as there are many in the middle of digital evolution assisted by AI, but my top seven would be the following:

1. Journey Mapping for Customers, Employees and Partners including touchpoint analysis and persona creation that crosses internal functional stovepipes. Outside-in Thinking.
2. Embedded Advanced Analytic and Visualization Capabilities. Process plus big, fast and dark process/data mining is growing to be more important. Decision Models and Intelligent Management Cockpits will become more important as they integrate with process models. Strategic and situational analysis can be helpful in guiding agents and processes.
3. Agentic AI, Adaptive, Smart and Goal Driven Processes (often in Case Management and also Explicit Rule enabled) guided by guardrails and by process/data mining with real time feedback. Concentrating on Agents inside and outside a process or process snippets. Snippets and RPA bots are often candidates for converting into agents. Get ready for specialty agents such as broker agents.
4. AI Productivity Focused looking for opportunities to add automation or more smarts like Generative AI. Machine learning, Deep Learning and 17 other AI technology tributaries. See the 20 AI tributaries by clicking here: https://jimsinur.blogspot.com/2023/11/ai-tributaries-types-for-2024.htm
5. Cognitive Collaboration for Knowledge Workers Intense Processes or Cases. AI Assistance for process resources is on the move right now. Leveraging learning AI software and Agents for knowledge building and simulating potential outcomes. Having Skills to interact and guide AI in an interactive fashion will be key.
6. Signal and Pattern Detection at the edge (often needed for agility, IoT and business strategy). IoT integration is a new emerging theme. This can be taken to the level of digital twins and by merging control on the edge with central control.
7. Business Professional Process creation, adaptation, and optimization by leveraging lite BPM/workflow, Process/Data Mining utilizing Low code and generative AI.

Which skills are no longer relevant or not practically applicable yet (hype)?

While there are no skills that one should drop, there are several that are considered common and receding. My top three would be the following:

1. Central Control Only approaches with siloed skill sets. More lateral thinking is and collaborative control is needed today.
2. Water Fall Only project methods are taking a second seat to incremental development leveraging Generative AI, RPA and rapid experimentation. We are living in an emergent world with emergent responses required.
3. Large blocks of dumb frozen code are giving way to smart and instrumented components, micro services and late binding rules guided by constraints. Turn dumb code into adaptive agents where possible.

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Roger Tregear

Roger Tregear spends his working life talking, consulting, thinking, presenting, recording, and writing about the analysis, innovation, improvement, and management of business processes. He helps organizations improve performance.
As Principal Advisor at TregearBPM Roger provides business process management consulting, training, and coaching services. 36 years’ experience as a business, management, and IT consultant means that he has well-developed insights into business improvement and problem resolution.
Roger’s practice and client base are global with assignments completed in Australia, Bahrain, Belgium, Jordan, Namibia, Nigeria, Netherlands, Saudi Arabia, South Africa, South Korea, Switzerland, New Zealand, United Arab Emirates, UK, and USA.
Roger writes, presents, and records on many topics related to process-based management. That material can be accessed via https://bit.ly/TregearBPM_Resources.

WWW: https://www.tregearbpm.com
WWW: LI profile
Twitter: @rogertregear

What advice would you give organization leaders who want to start managing processes intentionally in 2026?

Do This:

• Identify the organization’s processes in a hierarchical format (process architecture). This is not hard to do and has two important effects. Provides a coherent context for understanding the organization’s processes. Promotes understanding of the key principles of process-based management.
• Select a small number of high-impact processes and use these to establish and demonstrate active process management. For many organizations there will be 20-30 high-impact processes. You might start by selecting just three demonstration processes.
• Design and implement effective process governance. Assign Process Owners (PO) to the demonstration processes. Establish support arrangements for these new POs. Clearly communicate the need for, and practice of, process governance.
• For the demonstration processes identify process KPIs (PKPIs) and related targets. Make sure there are viable data collection mechanisms.
• Establish the data collection, analysis, and reporting cycle. Look for actual or emerging problems. Search for other opportunities for performance improvement. Repeat endlessly.
• Create and execute a whole-of-organization communications plan to share the theory and practice of active process management. Communicate the plans, successes, and failures. Deal with fears, uncertainties, and doubts throughout the organization.
• Deliver proven, valued, business benefits. Encourage engagement.
• Prepare to survive success, i.e. dealing with (many) more business units asking for active process management support and guidance.
• Regularly review the process of process management and improvement. Make it the organization’s most effective process. Imagine the impact of that!
• Plan to appear in BPM Tips next year as an exceptional example of active process management!

Don’t Do This:

• Don’t just focus on the processes that self-select by being broken or difficult. They may be important but are they the processes that can provide the highest return?
• Don’t try to manage “all your processes”. You can’t do it — there are thousands of them — and the good news is you don’t need to.
• If starting the process-based management journey, avoid the temptation to start with lots of processes to actively manage. Better to demonstrate success with 3 than failure with 30.
• Process documentation is important but challenge the business/operational purpose before any documentation effort is started. What’s the problem the documentation will fix? Avoid the insanity of “we will model all our processes”. Document just in time, not just in case.
• Don’t underestimate the degree of change involved in moving to process-based management. Cross-functional management is vital and can be challenging for some people and organizations.
• Don’t take the ‘easy’ path and ‘assign’ existing functional KPIs to processes. Put the functional KPIs aside and design effective process KPIs (PKPIs) and targets (and measurement methods).
• Don’t allow the organization to fall in love with the process artifacts it creates and waste time admiring them at the expense of using them to deliver proven, valued, business benefits. Realize innovative and productive opportunities. Fix — better yet, anticipate and avoid — real problems.
• Don’t give up.

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Roland Woldt

Roland Woldt is a well-rounded executive with 25+ years of Business Transformation consulting and software development/system implementation experience, in addition to leadership positions within the German Armed Forces (11 years).

He has worked as a Team Lead, Engagement/Program Manager, and Enterprise/Solution Architect on many projects. Within these projects, he was responsible for the full project life-cycle, from shaping a solution and selling it, to setting up a methodological approach through design, implementation, and testing, up to the roll-out of solutions.

In addition to this, Roland has managed consulting offerings throughout their life-cycle, from definition, delivery to update, and had revenue responsibility for them. This also included the stand-up and development of consulting teams, and their day-to-day management. Roland worked as a Vice President at iGrafx, Director in KPMG’s Advisory, as a Practice Director at Software AG/IDS Scheer, and as a project manager at Accenture.

WWW: “What’s Your Baseline?” podcast
WWW: LI profile

How do AI and other trends impact the way organizations manage and run their processes?

The topic of AI is cooling down a bit these days, it seems (good, because it is overhyped to the degree that I roll my eyes when I see the next “AI expert” telling me that everything is changing on LinkedIn. I just hope that the bubble will not explode (to a degree that makes the dot.com or housing bubble look tiny comparatively), but rather that there will be a controlled release of hot air.

Let’s call things what they are – AI is a form of process automation. Nothing more, nothing less.

Yes, it has some advanced capabilities, like learning from previous process executions, or having more autonomy in orchestrating things in a workflow, but it is still “just automation” and not your “new coworker” or any other anthropomorphic nonsense (“If it looks like a duck, quacks like a duck, …”).

So, with that out of the way, I see a few things that are relevant for BPM practitioners in regards to AI:

• There will be more AI features in every software and vendors will stress this until it becomes “normal” and is not a distinguishing feature anymore. This will be true for process management software as well (I am including the subdiscipline of mining here) , but the quality for the foreseeable future will be the one of “little helpers.”
  If you expect to see a full blown analysis or simulation on the press of a button (or prompt), then you will be disappointed.
• AI will have a bigger impact when it comes to automation. Here I see the biggest potential in orchestration and executing the “dummy tasks” that cost a lot of time today. Do I think that you can “fire and forget” processes and replace what you do today (and the humans involved included)? No, and I am not sorry to disappoint you.
• But this also means that you need to get the basics of process management right – understand and optimize processes before automation, creating simulations for business cases, describe your intended changes in solution designs, and monitor the process execution, while keeping the risk & compliance topics always in mind.
  I would love to see process groups mature into these higher-levels of maturity, but it seems that we are still discussing how to describe what we do, instead of aiming for CMMI 4 or 5 levels of maturity (note to everyone in the former camp: BPMN won, don’t try to reinvent the wheel, go and improve things higher in the stack).

So, things change and stay the same as they’ve always been

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2026?

I hope that 2026 will be the year when data-driven analysis will finally take off. Gartner rated Process Mining as “early mainstream” in their Enterprise Automation hype cycle earlier this year, which means that it is in the 20-50% addressable audience for this approach … and this means these are people who have never heard about mining at all, so don’t confuse them with “object-centric mining” or any other terms that are “hot” in our bubble these days. Stick to the basics.

I find it astonishing how many organizations still “fly blind” when running their organizations and don’t measure or even just monitor what they are doing. Process Mining is becoming an affordable commodity where you don’t have to pay an arm and a leg to get process-oriented visibility into what is really going on in your organization – and not only what your SMEs know or want to tell you.

If I could dream even more, I would love to see more collaboration (not only of SMEs in mining projects, which you will need for sure), but also in the full process lifecycle that then will include things like a central repository, strategic analysis of capabilities and finding improvement areas systematically, or process simulation.
And, of course, I would love to see more collaboration between the practitioners in real life. It seems that there are some great initiatives of Meetups in Germany for example, but I have not found anything similar in my neck of the woods, unfortunately.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I am biased because I published two books -Successful Architecture Implementation and Successful Process Mining Projects- last year. And I run the “What’s Your Baseline”?” podcast together with j-m@whatsyourbaseline.com and the occasional co-hosts (thanks caspartcjans@gmail.com and matus.mala@gmail.com so far) for 4.5 years by now. And there is more to come in 2026 (IYKYK

If you want to learn more, please head over to whatsyourbaseline.com.

But in general I think it is important to learn data analysis skills as a BA. And the one tool that I really like is KNIME (knime.com) – it allows you to create workflows for data analysis or preparation of process mining logs without the need for coding in a “self documenting” way. And the folks in that community are super helpful (in the forums) and also have free-of-charge training for different roles on the website.
And did I mention that it is open-source? The perfect tool IMHO.

Lastly, there are also some basics to be learned, and if you are brand new here and want to know what that whole process thing is all about and how you can describe them, I recommend Zbigniew’s BPMN course on Udemy of course

Which skills are no longer relevant or not practically applicable yet (hype)?

I mentioned it above, but I think that data analysis in the context of mining and simulation will become more relevant, and there will be some improvements on the technology front as well. My hunch is that by the end of the year the majority of tool vendors will have enabled object-centric data sets in their tools, so you will have to change how you do step 3 of my approach to Process Mining. This will come with some challenges and complexities (not at least based on the fact that your data structure and governance in your organization might be a mess) that you will have to overcome.

But otherwise I think the fundamentals of describing your processes, analyzing them, automating processes, predicting future performance, and monitoring the realization of everything does not change. Why should it?

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So what can people who see the value of process thinking do to spark interest among bosses and colleagues? First: introducing lots of BPM theory up front is usually counterproductive. You want people to become curious and willing to learn, not feel like they’re drinking from a firehose.

Alongside conventional change tactics for “selling BPM” in an organization, try some non‑standard approaches. One effective option is using serious games that let people experience core BPM concepts. Many games exist (including digital ones); below I focus on two recent examples from people you know well from my blog. I’ll also recommend one bestselling book about processes.

Process Management Snakes & Ladders

Yes — Snakes & Ladders. Roger Tregear’s Process Management Snakes & Ladders is a simple, clever serious game that teaches process concepts through play. It’s designed to inform, educate and entertain, making abstract ideas tangible for people unfamiliar with BPM.

Learn more: https://tregearbpm.com/process-management-snakes-ladders/

Pizza Game 3.0

Pizza, games and BPM — what’s not to like? Mirko Kloppenburg’s Pizza Game 3.0 (Luigi’s Process Experience) is a hands‑on simulation of an end‑to‑end process: teams experience demand, handoffs, rework, and the benefits of cooperation and flow. It’s easy to run in workshops and works well for managers and frontline staff alike.

Learn more: https://www.mkburg.de/en/luigis-process-experience-pizza-game-english/

Reset: How to Change What’s Not Working

Is it possible to write a New York Times bestseller about processes? Dan Heath—author of several other excellent books that have helped me many times in consulting (see Switch and Upstream)—has written an outstanding book about how organizations can change the way they work. Reset is a practical, readable guide for getting organizations unstuck. Heath doesn’t use the term “business process management” often (Lean is referenced however), but his change framework maps well to process improvement: it helps leaders and teams spot bottlenecks, experiment with small changes, and scale what works. As a bestselling, non‑technical introduction, Reset is an excellent way to inspire both decision makers and employees to try process thinking.

Learn more: https://danheath.com/about-reset/ and https://heathbrothers.com/books/reset/

What to expect from this book? Let’s start with a brief excerpt from the description:

“Every business transformation begins with a question: How can we do this better? Whether it’s eliminating inefficiencies, optimizing business operations, automating repetitive tasks, or reimagining entire workflows with the help of AI, success depends on understanding and optimizing business processes.”

Inside the book you will find 10+ chapters covering various aspects of practical business process modeling and analysis. You will find there insights about the role of process modeling and BPM in digital transformation initiatives, the use of process architecture, BPMN, measuring the value of the process transformation, and much more!

Part 1 of the post about BPM skills in 2025 was full of insightful answers about role of process management today. Part 2 provides additional great comments.

Read below for inspiring answers from 10+ BPM experts.

As always, you can either read everything or use the navigation below. Enjoy!
Lloyd Dugan
Marlon Dumas
Mahendrawathi ER
Michael Fox
Renata Gabryelczyk
Paul Holmes-Higgin
Thomas Hildebrandt
Martin Holling
Caspar Jans
Sandeep Johal
Emiel Kelly
Hanneke Loefs-Mos
Amy Van Looy
Morten Marquard
Derek Miers
Nathaniel Palmer
Björn Richerzhagen
Stefanie Rinderle-Ma
Kevin Tan
Steve Towers
Roland Woldt

Which BPM skills will be hot in 2025?

Now, let’s dive into the answers.

Lloyd Dugan

Lloyd Dugan is a widely recognized thought leader in the development and use of leading modeling languages, methodologies, and tools, covering from the level of EA and BA down through BPM, Case Management, and SOA. He specializes in the use of standard languages for describing business processes, systems, and services, particularly BPMN, CMMN, and DMN from the OMG. He has developed and delivered BPMN 2.0 training to the U.S. Department of Defense and large consultancies. He has nearly 40 years of experience with public and private sector clients, and has an MBA from the Fuqua School of Business at Duke University. He is a past member of the Workflow Management Coalition and its BPSim Working Group that produced the process simulation standard, and also a past member of the OMG’s BPMN Model Interchange Working Group (MIWG). He is a Contributing Member (author) and Collaboration Team Member for the BA Meta Modeling and BPM-BA Alignment Groups of the Business Architecture Guild. He represents the Guild on the OMG Task Force for the BA Core Metamodel (BACM) standard. He is a frequent speaker at national and international conferences on BPM, BPMN, Case Management, Decision Management, SOA, and BA. He is a published author or co-author on BPM, BPMN, and BA. He led the effort to develop a new OMG certification for integrating BPMN, DMN, and CMMN, known as BPM+. He serves as the Chief Architect for Serco, NA, on its CMS Eligibility Support Program, which provides back-office processing of applications to access the Federal Health Care Exchange created under the Affordable Care Act, and where he has led award-winning efforts to build intelligent document processing, dynamic work assignment queuing, RPA for case management, use of AI/ML, process mining, and migration of all Program elements to the AWS Cloud. He still delivers BPM-related training, and when asked also provides client advisory services on BPM-related matters/technologies.

WWW: Serco, NA – CMS Program
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Climate change will likely (and certainly should) force a reexamination of our increasing and widespread reliance on computationally-intensive technologies like AI/ML and the cloud that consume increasing amounts of electrical power (still) produced from mostly fossil fuels, (hopefully) making them more power-efficient and not just more effective. The aging of populations in the West will likely lead to the expansion of process automation efforts and use of AI/ML to address the attendant social and economic needs in less typically user-interactive ways and in more user-anticipating ways. Digital technologies are already pervasive in our lives, and can only become more so, which will have to happen in ways that help societies while not reinforcing economic divides. AI/ML will continue to augment BPM technologies, but the use cases for such will become more refined, better understood, and clearer in the value added beyond the marketing-driven branding of simply using AI/ML (especially the generative kind).

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Modeling is still a key skill for BPM practitioners, even though the AI/ML-fueled capability of modeling tools to generate models is advancing steadily. This is because BPM modeling languages can still model complex behaviors better than the tooling can (at least for now), which requires a minimal understanding of the key semantics of the modeling languages to be able to read models and an even deeper understanding to create models or to refine generated ones. (As is often heard about AI/ML, it will not replace one’s job so much as the ability to use it well will become a prerequisite for one’s job.) Incorporation of more and more AI/ML means that BPM, typically built on using discrete data and deterministic logic, will be more and more built on using probabilistic data and fuzzy logic, which raises more challenging design issues and the importance of math in all of this (e.g., AI/ML measurements like Precision, Recall, and F1).

The advent of Agentic AI brings new design patterns into play that answer these challenges. In addition, AI/ML is making more and more unstructured data/document types accessible, but requires understanding these things as vector datasets and using knowledge graph-based approaches to not just extracting information but giving it the appropriate contextual meaning. The use of LLMs (or smaller varieties) becomes more critical as generic public models will give generic (and perhaps hallucinatory or biased) results, but these can be narrowed and tailored for further resolution through the joint use of domain-specific models as a new design pattern.

Next, as has been happening for some time now, the importance of data analytics and the application of data sciences will continue to grow, especially as AI/ML makes even more data accessible and subject to analyses. The importance of using or at least understanding technologies like Excel, SQL, and Python continue to be key. A strong BPM practitioner should house a budding data scientist in this age of data’s ascendancy relative to that of process.

Finally, the advent of cloud technologies and micro-services make very fine-grained designs possible and easier to do (e.g., REST services running as Lambda jobs in AWS Cloud), which present challenges for building stateful applications out of stateless services.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The resources listed elsewhere in this set of posts are better than anything I could assemble. I would simply add that BPM has always been, and still is, a discipline more than just a set of enabling technologies, and as such, requires a steady dedication to the craft and a commitment to being curious and to always be learning. My one suggestion is that Agentic AI, which combines agent-like behaviors and AI/ML use cases into new design patterns, becomes a key point of learning as it will become more prevalent in BPM applications. Here is an example of a conference on using AI/ML in BPM that I attended and spoke at: https://agenticage.ai/.

Which skills are no longer relevant or not practically applicable yet (hype)?

BPM technologies have become highly efficient, so skills at finding efficiencies are waning in importance, replaced by skills at finding effectiveness, which is why AI/ML’s ascendancy is so timely as it is very powerful in this regard. With processing already being so fast and efficient, it is becoming more relevant to ask are the outcomes it produces as good as such can be. RPA is an example of this, as it has already paid off in extending the utility of legacy systems and midwifing successor technologies, so initial RPA skills are giving way to AI/ML usage skills.

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Prof. Marlon Dumas

Marlon Dumas is Professor of Information Systems at University of Tartu and Chief Product Officer at Apromore – a company dedicated to developing process mining and AI-driven process optimization software. While continuing to grow the Apromore product, he conducts a research backed by the European Research Council with the mission of developing AI-based techniques for automated discovery of business process improvement opportunities. He is a widely published researcher, having co-authored over 350 scientific articles, 10 patents, and a textbook (Fundamentals of Business Process Management) used in more than 400 universities worldwide.

WWW: Company website
WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

There are currently two major forces clashing in the field of BPM.

On the one hand, there is a strong demand for ROI. Business leaders expect BPM initiatives to consistently deliver measured business value in rather short timeframes (not measurable value, but measured value).

On the other hand, the rapid evolution in AI technology is creating new and enhanced possibilities for driving process change and improvement. In particular, GenAI and agentic AI are opening a very wide spectrum of new automation affordances.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

At any given point in time, there might be hundreds of points in an end-to-end process where deployment of GenAI or agentic AI can add business value. And that is just in one process! When you look at an entire organization, the number of process improvement investments that potentially can add value is in the order of thousands.

From this vast space of improvement opportunities, BPM teams need to pick the ones that will predictably deliver the high ROI that business leaders demand.

So what do we need? We need the ability to evaluate the impact of improvement opportunities rapidly and reliably. We need tools and methods to locate the largest improvement opportunities in our processes and to quantify the improvement magnitude we can get from each of those opportunities. In other words, we need digital process twins that allow us to reliably simulate the impact of changes across one or more processes.

This is why I have no doubt that data-driven analysis (e.g. process mining) combined with simulation, are the key capabilities that BPM teams need to acquire now, if they have not done so yet.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I recently gave a talk summarizing the state of the art in digital process twins and data-driven simulation in a webinar of the Auto-Twin consortium. It introduces the basic concepts and techniques in the field with pointers to tools.
https://youtu.be/LRVP0uAe55M?si=RxuvivSfMlVfzKgP

Which skills are no longer relevant or not practically applicable yet (hype)?

Manual process mapping is losing relevance. We are seeing new approaches to process mapping and process understanding that combine automated process discovery (process mining) and LLMs to create semantically-rich models.

Agentic AI is in hype mode. Beware of big promises in this space. Stick to pragmatic approaches where agents are used to semi-automate specific tasks or small workflows within broader processes, under human supervision.

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Prof. Mahendrawathi ER

Mahendrawathi ER is a full Professor and the Head of the Enterprise Systems Laboratory in the Information Systems Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia. She specializes in Business Process Management, Enterprise Resource Planning, and Supply Chain Management and has written books in all three domains. Her research interests include entrepreneurial process management, inclusive business process management and digital transformation. Her research has been published in various academic journals. She is passionate about applying process-oriented approaches to empower individuals and organizations to drive positive societal impact and contribute toward achieving the Sustainable Development Goals.

Since November 2024, Mahendra has served as an Advisor on Business Process Management for Naima Sustainability. She has been actively promoting BPM adoption in Indonesia through speaking engagements and consultancy services for both government agencies and private companies.

Additionally, she is one of the founders of the Indonesia Business Process Management Association (IBPMA) – https://sites.google.com/view/ibpma/id

WWW: LI profile
YouTube: https://www.youtube.com/@mahendrawathierawan

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

The global megatrends demand that the BPM community adapt to different challenges and be prepared to answer it with a different approach, skills and mindset.

My answer comes from my experience as an academic from a country where BPM is not (yet!) as popular as in other parts of the world and my research on Inclusive BPM. The megatrends potentially amplify existing inequalities and create new challenges for marginalized communities. Climate change may disproportionately impact vulnerable populations. Demographic shifts require us to design processes that are inclusive and accessible to all. Digital technologies and AI can amplify the digital divide and exacerbate biases if not implemented thoughtfully.

Therefore, process management must evolve to be more context-aware, equitable, and ethical. Organizations must:
• Tailor BPM Approaches: Develop context-specific BPM solutions that are tailored to the unique needs and challenges of the communities they serve, particularly those at the bottom of the pyramid, marginalized groups, and those facing gender inequality.
• Address Systemic Inequalities: Use BPM as a tool to challenge and address systemic inequalities by designing processes that create opportunities for those who are often excluded.
• Prioritize Ethical Considerations: Ensure that BPM implementations prioritize the rights and well-being of vulnerable populations, actively working to avoid unintended harm and promote positive outcomes.

To adapt to this new reality, organizations must embrace a new approach to BPM that is rooted in inclusivity, social responsibility, and ethical conduct. Process management must become a strategic enabler of organizational resilience, agility, and long-term value creation in a rapidly changing world for all people, irrespective of origin and/or condition.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Building on the need for inclusive and responsible BPM, I think these are the skills, techniques, behaviors, and attitudes for different BPM roles in 2025:

I. BPM Leader (Manager, Director, VP of BPM/Process Excellence)
Skills:
• Strategic Vision: Ability to align BPM initiatives with broader organizational goals and social responsibility.
• Communication and Influence: Ability to communicate the importance of inclusive BPM and to influence decision-makers.
• Ethical Governance: Knowledge of ethical frameworks and best practices for AI and data management.

Techniques:
• Stakeholder Engagement: Facilitating discussions and gathering input from diverse stakeholders, especially those often marginalized.
• Impact Measurement: Implementing metrics to track the social and environmental impact of BPM initiatives.

Behaviors/Attitudes:
• Commitment to Equity: A genuine belief in the importance of creating a more just and equitable world.
• Openness and Humility: Willingness to listen to feedback, learn from others, and adapt approaches as needed.

II. Business Process Architect/Owner
Skills:
• Contextual Design: Ability to tailor processes to specific community needs and cultural nuances.
• Bias Detection: Ability to identify potential biases in process design and to develop mitigation strategies.
• SDG Integration: Understanding of the Sustainable Development Goals and ability to incorporate them into process design.

Techniques:
• Participatory Design: Co-creating processes with community members and end-users.
• Value Stream Mapping with a Social Lens: Analyzing value streams to identify opportunities to create social and environmental value.

Behaviors/Attitudes:
• Empathy and Cultural Sensitivity: Deeply understanding the experiences and perspectives of diverse communities.
• Commitment to Social Responsibility: A sense of responsibility for creating processes that benefit both the organization and society.

III. Process Analyst and Methodologist
Skills:
• Data Analysis for Equity: Ability to use data to identify and address biases in existing processes.
• Responsible AI Implementation: Knowledge of ethical AI principles and practices.
• Impact Assessment: Ability to quantify the social, environmental, and economic impacts of process changes.

Human-centered skills:
• Empathy and Active Listening: Ability to deeply understand the experiences and perspectives of individuals involved in the process.
• Qualitative Data Gathering: Expertise in conducting interviews, observations, and focus groups to gather insights into human needs and pain points.
• Process Mapping with a Human Lens: Ability to visualize processes from the perspective of the people involved, identifying areas of friction, confusion, or frustration.
• Accessibility Standards: Knowledge of accessibility standards to ensure that processes are inclusive and usable by everyone.

Techniques:
• Empathy Mapping: Creating visual representations of user needs, feelings, and motivations to inform process design.
• Customer Journey Mapping: Mapping out the end-to-end customer experience, identifying touchpoints and opportunities for improvement.
• Participatory Process Design: Involving stakeholders directly in the process design to ensure that their needs are met.
• Human-Centric BPM: Focuses on improving the human aspects of the process while designing the workflow. This includes user-friendly interfaces and considering the human element.

Behaviors/Attitudes:
• Advocacy for Fairness: Proactively seeking ways to make processes more equitable and inclusive.
• Curiosity and Open-Mindedness: A genuine desire to understand the human side of processes.
• Advocacy for User Needs: A commitment to advocating for the needs of process users and ensuring that their voices are heard.

What are the best resources to learn those skills? (e.g. books, articles, courses)

To learn the fundamentals of BPM, I recommend two books:
• Marlon Dumas, Marcello La Rosa, Jan Mendling and Hajo Reijers, 2018, Fundamentals of Business Process Management. Also, the videos from the four professors widely available via YouTube.
• Mathias Weske, 2024, Business Process Management Concepts, Languages, Architectures.

Follow the BPM thought leaders on LinkedIn, such as Michael Rosemann, Jan vom Brocke, Caspar Jans, and many others.

I would also encourage you to read more on universal design and ability by design concepts to apply it to process design.

If you want to be part of learning, discussing and formulating Responsible BPM, I would like to invite you to join us in Seville for Responsible BPM Forum https://www.bpm2025seville.org/calls/responsible-forum/

Which skills are no longer relevant or not practically applicable yet (hype)?

I believe some of the basic skills about process will remain, but certainly some must be enhanced or extended with the latest technology.

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Michael Fox

Michael Fox is a Managing Director at Action Advisory. He also runs a Process Nerd Podcast on YouTube: https://www.youtube.com/@miketheprocessnerd

WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

I believe AI has become pertinent in the delivery of process improvement. It’s allowing analysts to go further and starting to decrease the requirement for very technical implementations. It’s also allowing it to happen at speed and scale. I’m currently implementing an ERP for a customer in Rapid Platform. ChatGPT has helped me construct the database structures and align the processes in a way that makes sense for business use, and then implement them. I’ve been able to do 95% of this as a non-technical analyst, basically eliminating the need for deep technical expertise from a developer.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

How various processes come together and affect one another is more critical than ever. Getting the basics right before getting technical. For example, it’s plausible for a procurement process to impact that of production. Work orders should be created when a procured set of items is received. This is the overlap of business functions that process cuts through.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The APQC and SCOR frameworks help show the process angles of various business functions, as well as understanding business and the people in them (The E-Myth and 5 Dysfunctions of a Team have been recent good reads).

Which skills are no longer relevant or not practically applicable yet (hype)?

I think the way we traditionally think about process improvement delivery is going to take a drastic shift. The skills required to implement a process are consolidating.

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Prof. Renata Gabryelczyk

PhD, DSc, an Associate Professor at the University of Warsaw. She is Head of the Department of Management and Information Technology at the Faculty of Economic Sciences, University of Warsaw. Her academic experience includes involvement in research projects, research fellowships at several universities in Germany and Austria, and numerous publications in national and international publishers. Her research interests include business process management, performance management, facility management, and IT applications. She is a member of the program board of the Polish Certificate of BPMN at the Polish Academy of Sciences, a member of Polish Scientific Society of Economic Informatics, a member of the Technical Committee for Facility Management of the Polish Committee for Standardization, and a member of Polish Chapter of AIS (PLAIS). She serves as Managing Editor in the Central European Economic Journal and as Senior Editor in the Information Systems Management journal.

WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Global megatrends reinforce existing BPM applications while simultaneously creating new challenges for BPM. Sometimes, these challenges are somewhat imposed—such as in the areas of climate change and sustainability, where regulatory pressure, like ESG requirements, forces greener processes and the monitoring of environmental performance.

In the context of demographic shifts, it is crucial to highlight workforce transformation and population aging, which may lead to shortages of skilled labor, particularly those capable of distinguishing reliable AI-generated content from noise. BPM can play a key role here in managing knowledge within business processes. I believe that in the future, the most sought-after professionals will be those who can assess the credibility and reliability of information.

To navigate these megatrends, organizations must adopt a more adaptive BPM approach—one that is both flexible and secure, built upon well-established architectures of processes. Organizations must understand the timeless truth that technology alone does not drive economic outcomes—process changes do.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

The greatest real business value comes from combining strategic, analytical, and technological competencies. Technology should not be implemented just because it is trendy or because others are using it, but because it supports the execution of the strategy and its impact can be measured. Additionally, a deep understanding of the industry and the specific nature of the organization, along with systems thinking and interdisciplinarity, play a crucial role. Since interdisciplinarity requires people from different areas to communicate effectively, soft skills are becoming increasingly valuable.

What are the best resources to learn those skills? (e.g. books, articles, courses)

As an academic teacher, while also highlighting how the university curriculum should evolve, I believe that we should continue providing students with a strong foundation supported by high-quality textbooks, case studies, highly cited research articles featuring the latest findings, and reputable online courses. However, to foster holistic thinking, connect strategy with technology, and solve real organizational problems, collaboration between academia and business—along with access to real data—is more crucial than ever.

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Paul Holmes-Higgin

Dr Paul Holmes-Higgin, Fellow and co-founder of Flowable. Previously, as co-founder and CPO of Alfresco Paul brought Activiti to the fore of the company’s innovation. A long-time Open Source advocate, he believes it has an important role to play in making today’s innovation more widely available. His PhD and background in AI gives him a deep understanding of the opportunities and realities of Machine Learning. Paul sees innovation around the standard models of BPM as the best way to bring together his passions for human-centred software and intelligent automation in today’s highly dynamic business and social environment.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Many of us hope that businesses will consider their impact on the climate, but recent political changes have [heavily edited rant] shown that Big Tech billionaires and others are more motivated by wealth accumulation. AI will continue to consume significant energy and water resources, even with smarter training approaches – and this translates to high financial cost of use at scale. In turn, this means that business can optimize their bottomline by not throwing everything at AI services (thereby indirectly reducing their climate impact). Instead, they can use BPM and Case Management (e.g. CMMN) tools to manage appropriate and allowable use of AI services in specific contexts. Modern open source process and case engines can scale massively with low compute resources, ensuring their impact, both on finance and climate, are not a primary concern.

AI, along with demographic and other technology shifts, is ushering in a period of unpredictability and volatility for businesses and employees. This is also where BPM and CM tools can be a benefit by digitizing business processes, all the while allowing well-designed implementations to be agnostic about the AI service they can use in the future, as well as providing auditable guard-rails and human oversight for the emerging AI offerings. This can be even to the extent of A/B testing of AI offerings and parallel outcome validation. Of BPM technologies, CMMN is the ideal open standard container for AI-based automation of business applications.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Something that BPM practitioners should already be doing as best practice – building for change and the ever more rapid iteration of business applications. Hands-on experimentation with AI services is critical to implement their use in ways that are robust, reliable and regulatory sound; evolving new patterns for blending traditional services, AI and human interaction.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Books on the current, rapidly changing field of AI are out of date before they’re published, however, getting an understanding of the basics provides a valuable point of reference. The fundamentals were being defined decades ago, so even a 25 year-old free book such as http://www.macs.hw.ac.uk/~yjc32/project/ref-NN/Gurney_et_al.pdf allows you to get deep enough into some of the math(s) and concepts without the complex architectural aspects of current GenAI melting your brain.

Which skills are no longer relevant or not practically applicable yet (hype)?

Personally, I think much of RPA, Process Mining and Analytics gets squeezed by the use of AI. Though, there’s still a place for some of that technology as an efficient runtime for well-understood use cases, for cost and predictability reasons. Otherwise, it’s too early to say what other significant areas AI is going to help optimize the definition and execution of business activities!

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Prof. Thomas Hildebrandt

Thomas Hildebrandt has since 2018 been full professor at the Department of Computer Science, Copenhagen University and founder of the research section for Software, Data, People and Society. Thomas has been working as PI and co-PI on inter-disciplinary research and development projects jointly with industry partners in the area of technology and methods for business and workflow management systems for more than 20 years and has and has been a senior PC member of the BPM Conference for several years. Thomas initiated the research on DCR Graphs in 2008 and has since then led the research in collaboration with his research groups and Morten Marquard, the CEO at DCR Solutions. Thomas is also an active speaker on AI and digitalization for industry and public sector organisations and is member of the Danish Standards group for AI, who is part of the European (CEN/CENELEC) and Global (ISO) standardization bodies.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

The megatrends are at the same time making BPM even more relevant than before, but also challenge how we think of and implement BPM. Climate change and the demographic shifts obviously increase the need for more efficient business processes, not only with respect to speed but also with respect to energy efficiency.

Digital technologies and AI enable automation in BPM, but organizations must careful to select sustainable solutions. Using the new energy hungry technologies based on large artificial neural networks will neither be a sustainable nor a reliable solution to process automation. However, there is still a huge potential in implementing no-code solutions that will allow organizations to take ownership on their digital processes in a trustworthy and maintainable way.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

A crucial skill will be to be able to know which techniques to use for which problems, in particular the different types of AI, but also the different kinds of approaches to digitalization and automation of business processes and decisions. We have for 50 years been too focused on business process management based on process flow graphs that gets too rigid and difficult to maintain. There is now a new generation of rule and event-based no-code business process management technologies that enable domain experts to.take ownership of their and paves the way for flexible hyper automation that can be adapted when business processes needs to be changed.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The old approach to business process management and automation is still dominant in the literature and online courses. I am recommending the excellent book Enabling Flexibility in Process-Aware Information Systems Challenges, Methods, Technologies written by Manfred Reichert , Barbara Weber https://link.springer.com/book/10.1007/978-3-642-30409-5 to all my students and also use it for teaching and thesis supervision. The book lays a great foundation both for the classical imperative approach but also the challenges in making flexible business process prepared for change and the declarative approach to BPM. However, the book is now more than 12 years old, so it does not cover the latest developments where we now have mature design and execution tools for declarative process management, such as the tools from DCRSolutions.net that are embedded in full scale enterprise information management systems such as KMD WorkZone (https://www.kmd.net/press/press-releases/nec-collaboration-brings-kmd-workzone-to-the-united-kingdom) from NEC. The approach behind the tools are described in a large number of research papers that can be found mainly in the BPM conference series https://bpm-conference.org/ but also at DCRSolutions.net.

Which skills are no longer relevant or not practically applicable yet (hype)?

A crucial skill that never stop being relevant is the skill to describe the activities, goals and rules of your business in a clear and unambiguous way. This also includes describing scenarios and simple ideal ways to perform a process. However, with mature declarative process design and execution tools it is less relevant to learn how to model very complex BPMN processes, since they can more easily be described in a maintainable and adaptable way using a declarative approach. A hyped skill is that of “prompt engineering”, which does not really deserve the term engineering, since it is not based on any kind of exact or reliable methods.

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Martin Holling

Industrial Engineer with 25+ years of experience in Business Process Management from operational implementation and improvement over QM, strategic development, process design and consultancy mainly in global corporations from small to more than 400.000 employees, focusing on Culture, people and continual improvement. Making use of broad experience in QHSE auditing, process documentation and project management implementation.

For further information about me and my ideas on BPM, you can have a look at both my LinkedIn profile and my website: https://living-processes.de/home-en/

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

All these global megatrends do have one impact on people and business in common: They force people, culture and business to get more and more flexible and adapt to change. This is happening faster and faster, more and more profound so people feel more and more uneasy with their future and how work will be going forward.

BPM/process management can support people during these fast changing times by providing clear frames, boundaries and guidelines on how to develop culture and business going forward to embrace the change and implement it in the daily work / develop clear strategies on moving on.

Nevertheless BPM in itself needs to provide enough flexibility to adapt to changes on a pretty fast pace. Stiff structures and “carved in stone” SOPs will not help but communication, collaboration and a common understanding of the need to have both flexibility and clear guidance will propel BPM into a bright future.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Openness to change needs, clear communication and flexible collaboration skills are the number one skill. For sure also techniques like process documentation, process mining process automation and also the integration of AI into these areas will help, but they are all nothing if the BPM practitioner cannot transport these techniques into the mind of the users or even sell them to the management. The biggest skill need for BPM practitioners is project- and change management. Hard skill techniques can more easily be trained to people but soft skills and culture change is the hardest to achieve and takes the longest. But without it, BPM, automation and digitalization will fail over time.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Soft skills are best learned by collaborating, doing it and learning from communities. Take books and articles or maybe courses to learn the technological skills but implementing them, learning how to embrace change, how to collaborate and how to best transport ideas into the minds of the people is a longer task and involves a lot of communication, collaboration and trial and error with good best practice learnings. Use the communities to get to know how others did it and put your ideas and implementation task to the test.

Which skills are no longer relevant or not practically applicable yet (hype)?

Once AI has reached a point where transforming any spoken or written process description into a process model in any desired notation, documentation, digital workflow, RPA or process simulation, the skills of documenting and modelling processes will no longer be needed.

Although I can see some development into that direction at some BPM tool providers, we are not yet there, but I think this will be one of the useful implementations of AI in BPM.

Being a technical specialist will become more and more unimportant compared to the communication, collaboration and project-/change- management skills.

From my point of view the BPM practitioner really needs to develop more and more into a culture-, communication-, and management- role and move away from the technical expert to not being replaced by AI.

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Caspar Jans

Caspar is a seasoned BPM professional with 25 years of experience in various industries. From managing a center of excellence on BPM for a global manufacturing company, hosting a podcast on BPM and consulting large enterprises on the benefits of a process centric approach to being a Principal BPM Expert for Celonis, Caspar has been on both sides of the table on process management (and more). On top of that, Caspar is listed in the PEX Network Global Top 25 though leaders on Operational Excellence.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

The reality is becoming more complex by the year, partly because we start to understand better how the various parts that make the world go round fit and interact together. This also means that organisations need to deal with much more regulation than ever before and BPM is one of the best ways of dealing with this tsunami of legislation and regulation. AI and all of its related technological benefits enable an even better understanding of the interconnectedness of the various parts of an organisation and that’s why, at least in my view, we need a better fundament underneath our organisation (=BPM). No AI without PI (process intelligence).

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Business analytics is still a required skill, but with the addition that the level of detail that a business analyst will have go down to has become much higher (and thus more complex). Process mining has made tremendous progress over the last decade and has established itself as a default transparency and analytics platform (basically pushing out traditional BI). The reason for this is that process mining can deliver the necessary level of details in order to quantify the benefits of process optimisation. Furthermore, change management and communication skills remain to be underrated in importance and ignored too much. Finally, skills around continuous improvement still remain incredibly useful as they help people to frame and execute proper process optimisations.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The book Process Intelligence in Action (by Lars Reinkemeyer) is a good place to start, as well as the BPM courses by Roger Tregear. The first twelve episodes of the BPM360 podcast will help you to understand the BPM adoption framework. The last thing to mention is the work that Mirko Kloppenburg is doing to make BPM more human-centric.

Which skills are no longer relevant or not practically applicable yet (hype)?

Although the art of creating a readable and concise process model is still required, the generic creation of process models is a skill that will be taken over by AI in the next year or two. Traditional business analyst skills (using Excel and BI) will also become obsolete in the near future due to a shift to process intelligence via mining, supported by AI.

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Sandeep Johal

Sandeep is a Managing Director & Principal Consultant at Nano Business Technology with over 15 years of Business Process Management and Digital Transformation experience, specifically in enterprise wide system implementation process design, process improvement, strategic sourcing, capability uplift, strategy alignment, thought leadership in energy, utilities & resources; finance; and government bodies across Australia, New Zealand, Middle East, and North America

Sandeep’s consulting takes him to both national and international destinations including the Americas, Middle East, New Zealand and the UK. He is often invited to speak at national and international conferences and is regarded as a contributor to the Business Process Management body of knowledge. He holds a Masters in Information Technology (BPM), an honours in Business Management and a diploma in Mechanical Engineering.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

We are living in a transformative era defined by two powerful forces: climate change and disruptive technologies. From unprecedented natural disasters to the rapid integration of AI-assisted productivity tools, these global megatrends are reshaping industries and societies alike. As a result, process management is evolving beyond traditional goals such as making operations faster, better, and cheaper. Today, the focus is increasingly on responsible and sustainable process management.

A Shift Towards Responsibility
In my years of advocating best practices in process management, I have always emphasised five critical success factors: Time, Cost, Quality, Risk, and Compliance. However, I now believe a sixth factor is essential: Responsibility.

This new dimension reflects an organisation’s strategic commitment to not only improve financial performance but also to advance environmental, social, and governance (ESG) goals. Responsible process management calls for decision-making that balances operational efficiency with a broader duty to stakeholders and the planet.

AI and Process Management
AI is undeniably the buzzword of the moment. While some fear its disruptive potential, others are harnessing its transformative power. One thing is certain—AI is reshaping organisational processes in profound ways.

Agentic AI, which refers to AI systems that can learn and act autonomously, is a prime example. At its core, however, Agentic AI is still a process—one that must be measured, configured, implemented, and improved, just like any other. The key difference? AI agents have the capability to learn and self-optimise, creating unprecedented opportunities for process management innovation.

Future-Proofing Organisations
Process management is not static; it evolves alongside global trends and technological advancements. As practitioners, we must stay agile, informed, and proactive in delivering value to organisations. By integrating responsibility and embracing AI-driven technologies, process management will remain a critical driver for organisational resilience and future growth.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

At the core of process management lies a balance of technical expertise and interpersonal skills. Practitioners must navigate complex information, collaborate with diverse stakeholders, and remain attuned to emerging trends. Success in this field demands four essential traits: analytical, curious, sensitive, and aware.

Analytical
Effective process management relies on the ability to interpret information from multiple sources, identify patterns, and use data to solve problems collaboratively. Analytical skills enable practitioners to uncover insights that lead to meaningful improvements in organisational processes.

Curious
Data alone often doesn’t tell the whole story. Curiosity drives practitioners to dig deeper, seeking a genuine understanding of the challenges organisations face. This desire to explore beyond the surface ensures that both tangible and intangible outcomes are addressed in process initiatives.

Sensitive
Beyond the technical aspects of process management lies the human element. Practitioners must recognise that behind every process are people with their own experiences and stories. Sensitivity to these dynamics fosters trust and collaboration, helping teams navigate the process management journey together.

Aware
Staying informed about global trends, industry shifts, and emerging technologies is crucial for maintaining credibility and delivering contemporary solutions. Awareness enables practitioners to approach problems with fresh perspectives and innovative strategies.

What are the best resources to learn those skills? (e.g. books, articles, courses)

BPM tool vendors such as Signavio, Celonis, and Apromore offer exceptional resources on their websites, making it easier for curious individuals to stay ahead in the evolving process management landscape. Many of these vendors provide free academy courses and educational materials that help practitioners and newcomers alike deepen their understanding of industry trends and best practices.

In addition to BPM vendors, RPA and automation solution providers, such as Microsoft, are also significant contributors to this space. Like their BPM counterparts, they offer a wealth of learning resources and training materials designed to help organisations leverage automation technologies effectively.

Which skills are no longer relevant or not practically applicable yet (hype)?

The core skills of a Process Management Practitioner remain unchanged: they must be analytical, curious, sensitive, and aware. That fundamental expectation has not changed, nor is it likely to anytime soon.

However, what has evolved is the expectation around outputs and documentation.

Organisations today are increasingly impatient with traditional process-based documentation. The emphasis has shifted to a forward-looking focus on achieving the desired target state. Spending significant time and resources on detailed documentation for its own sake is no longer seen as valuable.

Fortunately, advancements in process mining technology are changing the game. These tools now automatically generate detailed process documentation, freeing practitioners to concentrate on more strategic activities. The emphasis is shifting to deeper analysis, problem-solving, and continuous improvement — the skills that truly deliver value.

As process management evolves, practitioners must adapt by staying laser-focused on outcomes, leveraging advanced technologies, and maintaining their analytical curiosity. The ability to interpret insights, design efficient processes, and continually improve will remain valuable.

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Emiel Kelly

I have been working “in BPM” for more than 25 years. Most of his time as a consultant and trainer at a BPM software and consulting organization. I helped all kind of companies in their BPM journey. From companies with 5 employees till companies with thousands of employees. From city councils, till investment companies and manufacturers of satellites.
Eight years ago I decided I want to make more impact on one company and joined an Insurance company (5 minutes cycling from my home). Of course I am still ‘doing BPM’ but with a much higher impact because I am part of the team now and fully responsible for the results of my implementations of ‘process things’. I can’t get away with leaving a slide deck behind, anymore
As a hobby, I started my blog ‘Procesje.nl’ in 2011. The goal of this blog is to address the “nonsense” I run into in BPM world. Mainly brought with some irony, but always with the goal to help organizations make their processes perform better and stay away from the non value adding things.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Before I’ll try to tell what I think will be the impact of all these aspects on BPM, I think I first should tell what is BPM in my perspective.

To me BPM is, for each process in your organization, a few combined cycles in which you design, implement, monitor, adjust, measure, analyze and redesign a process. I wrote more about this in one of my blogs: https://procesje.blogspot.com/2016/05/customers-dont-care-about-bpm-cycles.html

 

 

 

 

 

BPM; what it is, didn’t change since the Sumerians, but how you can do it changed a lot, of course. Not the less by technology.

So let’s start with some AI. Even my 6 year old daughter can tell this will have a big impact on different aspects of BPM.

In my BPM cycles, “Execution” is on top for a reason. Simply because that’s the most important part of a process. Without executing a process, you don’t have to worry about anything else.

I think AI can have a very big impact on executing a process. Especially in combination with the inner cycle of “monitoring” and “adjusting”. Combined with the digitalization of data, I think in some industries this will lead to big changes. And it already did. For example in production processes. Sensors are measuring the progress of cases and when some cases in the process are “out of goal” AI will sense it and adjust some robots. The good old Andon chord can be brought to the museum, I am afraid.

The self-driving car is a great example of AI combined with my cycles. It executes a trip where the goal might be “Arrive in Amsterdam at least at 17:15”. The goal would be the same for a human driver, but now AI is responsible (in combination with some metal and plastic). During the trip, AI continuously monitors. Of course the road and traffic but also if the desired goals will be reached (will we be in Amsterdam at 17:15?). If not, it analyzes all kind of options to still reach the goal and might adjust the execution. Like a different route or changing the speed. Just like a human driver would do. After the trip all data can be analyzed to learn to improve for the next ride; the outer cycle. This might lead to changes on the car, the way routes are planned, etc.

So yes, AI and digitalization have a large impact on the HOW of BPM. Not on the why.

Talking about the outer ‘’process improvement” cycle; we’ve seen lots of implementations of AI already to support that. For example good old process mining. And that only gets better in analyzing a process and come up with improvement proposals. Hopefully that will help us to get rid of the useless process models is see often: https://procesje.blogspot.com/2016/05/process-models-really-helpful-for.html

The aspect of “digital technologies” is a big driver for all this of course. Without sensors and digital data, the self-driving car will go nowhere.

But “simple” ways of digitalization has had its impact on BPM for decades. From OCR (do you still remember how amazed we were?), to QR codes, to fancy dashboards, to chatbots; all kinds of “digitalizing the analog” that has a big impact on how processes can be executed, managed and improved nowadays.

Another one big impact of AI on BPM, but more on organizations and their customers is the use of AI by criminals. It’s so easy to create content to fool you and get you into (financial) trouble. Thinking about that, maybe that’s the biggest impact we might see. You always have to be aware if things are real or getting fooled. I think this will costs organizations a lot of effort and money. First of all for protection and security but also to fix things when their customers were fooled and thought they were interacting with your organization. I see it at my the company I work for; we spend a lot on be prepared for security breaches. Time and money we cannot spend on developing better products, services and processes for our customers.

BPM and climate change? BPM and demographic shifts? I think I’ll talk about that in the context of the next question.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

First of all; don’t forget that processes are just a means; a means to deliver a product or a service.

Also don’t forget that (what most of us call) BPM is also a means; a means to make those processes perform.

Without customers and their need for the result of those processes, those processes aren’t needed at all. Let alone managing them.

So I think a very important skill when you are into BPM (but most wouldn’t call it a BPM skill) is understanding what problems your (future) customers have. Always start at the end; what problems should our (future) processes solve?

Brings me back to AI. Especially GenAI. I think GenAI really could help to develop new processes, starting from the problem of (future) customers.

GenAI can help you find out if it is a problem many have, come up with scenario’s to solve it and maybe even select the best scenario. Next, based on that scenario what a proper process result could be to solve the problem. And from there what the process to deliver that result could look like. Some kind of “result based process design by GenAI”.

You could save millions on Big4 powerpoint slides in hours!

This means also understanding the aspects from the previous questions; climate change and demographic shifts. This will definitely impact problems of customers. The might give opportunities or even make your processes obsolete. So continuously monitoring if you are doing valuable things; a skill that shouldn’t be ignored.

Talking about saving; one important skill for me in BPM is ‘finance’; understanding the benefits and cost of processes and all actions and tools to manage and improve them.

In the end companies are not hobbies, so understanding the financial impact of “process things” is important for a BPM practitioner, in my opinion. I’ve seen many time that all kind of process inititiatives were started without understanding the value. So “finance”; don’t underestimate that skill.

What are the best resources to learn those skills? (e.g. books, articles, courses)

To be honest; I think I turned a little rusty to answer this question, because I am not hardcore into BPM anymore (do you remember the fun days of all the debates on the BPM.com forum?).

Of course the insurance company I work for now has processes, we try to manage and improve them, but I wouldn’t call my self a “BPM guy” anymore.

But I love the step I took. Because when I was in BPM consulting and training, it was never for my own processes. Of course my advices where the best, but still I missed the feeling with the real processes of the companies I worked for.

So I think domain knowledge is something very valuable when it comes to helping organizations with BPM (maybe I should have noted this at the skills question)

So resources; for me it’s mainly some groups and people on Linkedin. From there some blogs and books.

Which skills are no longer relevant or not practically applicable yet (hype)?

Everything in me shouts old school process modeling! But that wouldn’t be completely fair.

Actually I mean making models that cost a lot of effort to produce, but don’t really solve a problem because:
– They are too general, so everyone agrees (and that’s not what you want)
– They don’t help you understand why a process doesn’t perform (see blog mentioned above)
– Modelers where taught not to use more than 5 activities so the model doesn’t tell anything
– The method (e.g. BPMN) was more important than understanding and improving the process,
– It was done by external consultants without much participation of the working class heroes.
– …

But who am I? If you think modeling your processes could help, just do It.

GenAI; hold my beer.

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Hanneke Loefs-Mos

Hanneke’s motto is “Embrace the Chaos”, creating structure during transitions. She focuses on processes, finance, and systems with a human touch by implementing Business Process Management (BPM) as the crucial link between strategy and operations.

Her diverse background spans Startups (CFO Laevo exoskeletons) and global Corporates (Schiphol Airport/ ETG commodities) across various industries, ensuring a pragmatic and holistic approach. She holds an Executive Master in Finance and Control (EMFC) and is a Black Belt Six Sigma, currently operating as an independent professional.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Climate change will disrupt supply chains. To mitigate risks, organizations will need to build in flexibility (slack) since efficiency alone (e.g. Just-in-time production) won’t be enough to ensure reliable output. It’s also essential to integrate sustainability into processes to reduce environmental impact and comply with regulations such as the CSRD.

Demographic Shifts: Aging populations and skill shortages will drive the need for further optimization and automation. To ensure knowledge transfer from retiring employees, clear documentation will be key.

Introduction of GenAI will increase the need for mature process management. Businesses will need a solid foundation in process understanding and data management for GenAI to be effective. A new model notation might emerge to facilitate clear instructions and well-defined restrictions needed for GenAI processes.

A Modular Process Architecture is essential for continuous change without disrupting operations. This modular approach enhances agility and flexibility, allowing businesses to quickly adapt to new technologies and changing market conditions.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Develop a multidisciplinary skillset that breaks through traditional silos and encourages cross-functional collaboration. This includes knowledge in areas like AI, Data, Mining and Risk Management. Aligning with various disciplines ensures a holistic approach.

Aim for pragmatic and achievable results rather than striving for perfection. BPM Professionals often have a “nerdy” specialist image, which can lead to them being surpassed by the organization and missing opportunities to add value.

Foster a culture of innovation and creativity within the company. Encourage employees to experiment with new ideas and approaches to drive continuous improvement. Embrace the concept that learning about AI involves actively engaging and experimenting with AI technologies.

Enhance your communication and empathetic skills to understand the intrinsic motivations of people within the organization. Facilitate their needs to unlock their full potential.

What are the best resources to learn those skills? (e.g. books, articles, courses)

A startup internship can be incredibly beneficial for employees from larger corporations, as Industry 5.0 emphasized agility and flexibility. The exposure to disruptions with minimal resources fosters a culture of innovation and adaptability. When done right, the employees become antifragile, positively influencing the development of plans and frameworks that are suited for a complex and ever-changing context.

“Successful Architecture Implementation” by Roland by Roland Woldt. As a Beta Reader I can confidently say this book is a must-read for all Business Process Management professionals as a practical guidance for Architecture implementation.

“Digital Transformation Success” by Michael Schank emphasizes the importance of the Process Inventory Framework in achieving alignment and delivering results by bridging organizational silos and enhancing operational efficiency.

“Ethiek rondom gebruik van Data en Algoritmes in de Organisatie” online course by Dr. Stefan Buijsman (Dutch only). It explores the ethical challenges and considerations of using data and algorithms in organizations, emphasizing transparency, accountability, and responsible AI practices.

Which skills are no longer relevant or not practically applicable yet (hype)?

Lean and Six Sigma, which focusses on eliminating waste, reducing variation, and improving process efficiency. They are highly structured and data-driven methodologies that have been incredibly effective in the past.

Though both methods will always have their place with regards to process optimization, the emerging demands of Industry 5.0 call for a broader and more flexible skillset which emphasizes more on complexity, integration and agility.

Next to that I am curious to learn if Process Mining will become more accessible to SMEs as predicted.

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Prof. dr. Amy Van Looy

Prof. dr. Amy Van Looy holds a Ph.D. in applied economics. Before entering academia, she worked as an IT consultant. Being an associate professor at Ghent University, she coordinates the research cluster of “Process orientation” at the Department of Business Informatics and Operations Management. She teaches, among others, courses on research methods, process management, technology innovation and social media. Amy Van Looy is the recipient of the “Highest Award for Achievement” at the Dale Carnegie Consulting Program in 2007, the “Award for Best Contribution” at the OnTheMove Academy in 2010, the faculty’s “PhD Tutor Award” in 2022, as well as paper nominations (e.g., BPM2018, HICSS2025) and paper rewards (e.g., BPM2019). She was nominated in the top-10 for “Young ICT Lady of the year 2014” by the Belgian magazine DataNews, and was recognized as a tech role model by the non-profit “InspiringFifty Belgium” in 2020 (i.e., for being one of Belgium’s 50 most inspiring women in technology).

WWW: https://www.amyvanlooy.eu/
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

The discipline of business process management (BPM) can benefit from global megatrends in two ways: externally and internally. On the one hand, global megatrends represent external pressures (e.g., also showcasing implications for more customer centricity, sustainability, agility, etc.), requiring organizations to apply BPM in order to properly act in evolving business environments. For instance, in response, organizations can critically rethink their way of working by following the typical BPM lifecycle (of process modelling, deployment, monitoring and optimization). On the other hand, global megatrends offer new opportunities to improve the actual use of BPM itself by advancing the underlying methods and techniques in each phase of the BPM lifecycle.

Overall, while artificial intelligence (AI) and other digital technologies are entering the workspace and affect how employees operate and perform tasks, the BPM discipline provides a more structured and methodological approach to reconsider the related process changes and innovations. For instance, BPM strongly encourages organizations to look at entire end-to-end value streams, including strategic alignment and business-IT alignment lenses. BPM also helps organizations avoid ad-hoc projects that merely follow IT hypes rather than truly creating long-term sustainable business value.

Regarding the latter, BPM is turning more towards the idea of broadly interpreting the notion of sustainability. Not only economic sustainability counts. Voices are raised to reconsider the performance of specific business processes in a more responsible manner by looking at the entire triple bottom line, thus also including a process’ environmental and social outcomes. This is because organizations experience varied pressures to perform, for which they not only need efficient and effective business processes but also environment-friendly processes and processes where employees feel surrounded and truly appreciated. Nevertheless, until present, such wider interpretations of sustainability have often been limited to window dressing for the sake of corporate social responsibility or due to pure reporting reasons (e.g., for regulatory compliance only). In contrast, BPM can be applied to more profoundly reconsider business processes that turn out efficient from a profitable viewpoint, but also become greener and more socially aware. More specifically, our Western World suffers from a skill shortage (especially in terms of advanced digital skills) while employees are increasingly coping with burn-outs. In this regard, BPM can help organizations optimize their overall workload for reasons of inclusion and to obtain a better work distribution among all employees based on data-driven insights. Just one solution is to let employees focus more on specialized tasks rather than no-brainer tasks, which is where automation solutions (such a robotic process automation) play a role. Another solution is to reconsider global value chains by turning to a blockchain approach for obtaining more transparent, trusted and fair value chains, better recognizing the efforts of local farmers or enterprises who are often underpaid or underappreciated (also in the Global South). Nevertheless, this example directly hints at important trade-offs to be made in terms of this triple bottom line thinking since blockchain’s transparency also requires a lot of energy consumption, though.

In sum, I believe that the impact of global megatrends on an organization’s business value can be best assessed by carefully looking at all potential strategic and operational implications, such as the related adjustments in employee’s tasks and underlying value chains. In response, many BPM scholars have already started to investigate how BPM methods and techniques can better include large language models (e.g., for designing, measuring or optimizing processes). Other scholars are focusing more on reconsidering process performance to obtain greener processes that also bring along more employees’ and customers’ wellbeing. It is thanks to such a holistic approach that BPM can truly let organizations adapt themselves to new business realities.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Digital literacy will become even more important in 2025. Global megatrends (to which the previous question is hinting) partly fit into the advancement of a digital economy, for which employees increasingly require digital skills. Although this is an overall need (and not necessarily limited to BPM practitioners), it entails a relevant inclusion risk for vulnerable people on the other side of the digital divide. Digital literacy implies general digital skills (such as critically assessing online information to decrease the risks of fake news and cyberattacks), but also advanced data-driven skills (such as analytics for deriving meaningful business insights and making informed decisions).

Regarding the BPM field in particular, BPM practitioners have always been the bridge between business people and IT staff, demonstrating skills related to change management and problem solving. Such boundary spanning role will become even more important given the following growing needs for BPM’s human talent. First, BPM practitioners need to be prepared for acting in more volatile business environments. We have already experienced the need for resilience in times of the unexpected COVID-19 lockdowns. Similarly, unforeseen changes to value chains will remain, among others due to increasing political instability and other environmental issues. Secondly, more strategic skills are useful to not only look at operational processes but also to critically reflect on the related business models (such as servitization, manufacturing-as-a-service). By looking at both operational and strategic levels, BPM practitioners can more accurately think about disruptive process changes, among other those triggered by digital technologies. Likewise, having innovation skills and interdisciplinary collaboration skills will become indispensable. Finally, given that 2025 will most likely enlighten us more regarding generative AI’s potential, I strongly encourage BPM practitioners to stay ahead of those AI skills for the sake of improving process modelling, improvement and performance management. Just one example is to learn how large language models can help in gathering and interpreting business requirements and process changes based on textual documentation (such as corporate documents, employee interviews, and online customer reviews). More broadly, generative AI can assist in taking meetings notes or decreasing administrative tasks for the sake of human specialization. In this light, AI skills will facilitate creating novel insight out of process data, possibly elevating process mining skills and techniques, and potentially also decreasing workloads.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I have recently published a handbook about the business opportunities related to emerging technologies, while also reflecting on process innovation by means of artificial intelligence, Internet of Things, augmented and virtual reality, digital twins, blockchain, 3D printing and biochips. This book is available at Springer since the summer of 2024 (https://link.springer.com/book/10.1007/978-3-031-59770-1). It concerns a practitioner-oriented book covering interviews with scholars and reporting on various real-life case organizations that have rethought their way of working by digital technologies. Based on its layman’s writing style, this book is an interesting resource for getting inspired. Additionally, academic conferences related to business process management allow to get acquainted with the latest developments in the field, such as the International Business Process Management Conference in September, which will be organized in Seville this year.

Which skills are no longer relevant or not practically applicable yet (hype)?

I would not necessarily claim that certain BPM skills have become irrelevant or outdated. Instead, BPM activities will especially entail less manual labor and become more digitalized instead. For instance, conventional process methods or techniques (such as Lean and Six Sigma) can still be exploited to run daily business, but will cover much more data-driven support. Additionally, organizations increasingly need to consider how digital technologies may (or may not) provide them with new business opportunities, in addition to purely relying on conventional methods and techniques. Likewise, BPM practitioners should become more open to innovation and learn about exploration. Just a few examples relate to explorative or innovative methods and techniques to think out of the box, to do some experimentation, and to do storytelling. Additionally, methods and techniques that merely focus on the financial or economic value of business process outcomes should rather be replaced by alternatives that also measure the green and social performance of business processes to allow for a more responsible way of doing business. Such broadening in BPM’s scope would help safeguard our planet and keep an eye on wellbeing issues.

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Morten Marquard

Morten Marquard has dedicated his entire professional journey to addressing the challenges faced by knowledge workers, including lawyers, social workers, and other professionals dealing with complex work processes. The struggle to navigate these processes efficiently while complying with ever-changing laws and regulations has been a persistent issue. Traditionally, compliance has relied on laborious reading and understanding of lengthy paper-based documents—a cumbersome task that often hinders productivity.

Recognizing the need for a transformative solution, Morten embarked on a mission to leverage technology for the benefit of knowledge workers, not only enhancing the efficiency and effectiveness of employees but also alleviating the burden of manual compliance checks and reducing stress levels.

Morten realized the limitations of using Business Process Model and Notation, BPMN, to streamline process digitalization as the rigidity of the processes failed to meet the requirements of end-users. It was during this critical juncture, approximately 15 years, that Morten collaborated with professor Thomas Hildebrandt, and together, they propelled the development of dynamic condition response graphs, DCR. This innovative approach has since been embraced by over 40 different customers, primarily in Denmark, with expanding reach into international markets such as Italy and the United Kingdom.

Morten’s journey exemplifies a commitment to pushing the boundaries of technology to empower knowledge workers, offering them a more streamlined and stress-free approach to managing their intricate work processes. The impact of his work extends far beyond national borders, contributing to a global shift in how organizations approach digitalization and compliance in the modern age.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Edwards Deming once said, “If you cannot describe what you are doing as a process, you don’t know what you’re doing!” But still today, many organizations struggle to describe their processes correctly. Often, process models reflect an idealized “happy path” that do not match reality. Process mining has exposed this disconnect, revealing inefficiencies, compliance risks, and the heavy manual work required to bridge the gap.

Looking ahead, global megatrends—including climate change, demographic shifts, digital transformation, and AI—are forcing organizations to rethink how they manage processes. Due to an aging population, Europe faces a big labor shortage, making process efficiency and automation key for economic resilience. At the same time, AI-driven solutions must be energy-efficient. Generative AI, while powerful, is extremely energy-intensive, while symbolic AI provides explainable, transparent automation with much lower energy consumption.

BPM must move from rigid, static workflows to flexible, AI-assisted process models. The shift is already happening. As Microsoft CEO Satya Nadella recently pointed out, SaaS is dead, and business logic is moving into AI-driven agents. The process layer is no longer an afterthought—it’s becoming the glue between AI agents and business operations, making adaptation much easier without being locked into monolithic ERP or CRM systems.

With process mining, organizations can identify how work actually happens and optimize it without disrupting operations. AI can take this a step further—reading laws, regulations, and policies to extract digital rules that can be verified automatically. The goal? Automatic compliance. In financial services alone, AML (anti-money laundering) compliance costs billions every year, but is still not very effective. With the right BPM strategies, this burden can be reduced a lot.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

To create value in 2025, BPM practitioners must learn new skills that go beyond traditional process modeling.

Generative AI can help translate long, document-based processes into declarative process models that work as blueprints for AI-driven execution. It can also analyze regulations and identify which rules must be digitalized so computers can verify them automatically, making compliance much more efficient.

Processes are not static; they change over time. A mortgage approval process running for decades will need to adapt due to new regulations, economic shifts, and technology. BPM formalisms must support real-time adaptability even when processes are already running. With BPMN, this would be almost impossible, as its rigid structure makes modifying live processes complex and risky. Declarative models, on the other hand, allow for flexible adaptation without breaking compliance or execution.

Process mining shows how work actually happens in reality. BPM practitioners must connect these insights with declarative modeling to improve processes dynamically, instead of trying to force-fit work into predefined flows.

Beyond technical skills, BPM professionals need to challenge assumptions, work iteratively, and collaborate across disciplines. AI and automation will not replace BPM experts—but those who fail to adapt to an AI-driven future might struggle to stay relevant.

What are the best resources to learn those skills? (e.g. books, articles, courses)

For those looking to deepen their declarative BPM expertise, here are some key resources:
• https://documentation.dcr.design – Our portal with documentation, examples, videos, and articles on declarative process modeling and AI-driven BPM.
• Upcoming book by Thomas Hildebrandt & Co. – This book will introduce the DCR methodology for structuring process knowledge, showing how to extract insights beyond just event sequences.

Which skills are no longer relevant or not practically applicable yet (hype)?

• BPMN – Overrated & Misleading
o BPMN has long been considered a standard, but process mining has shown that real-world processes don’t fit into rigid, predefined flows.
o People think they understand BPMN, but often get it wrong, leading to models that others cannot understand.
o It shifts focus away from actual work and makes compliance extremely difficult.

• The Myth of the “Perfect Process”
o Lars Reinkemeyer (Siemens, now Celonis) put it best: “There is no such thing as a happy path.” – https://www.celonis.com/customer-success-stories/siemens-digital-transformation-process-mining/
o Too much time is spent searching for the perfect process instead of focusing on solving real-world problems dynamically.

• Full Automation is Overhyped
o The best BPM strategies don’t replace humans but facilitate their work—ensuring tasks, approvals, and decisions happen at the right time. A process can be 100% automated while still relying on human input where needed.
o Ask yourself: How often do you face a broken process? Check your inbox. Every email received or sent is a sign of a process that could be facilitated by a computer.

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Derek Miers

Derek Miers is a well-known Industry Analyst and Technology Strategist, publishing a great many papers and product assessments. Derek worked as an independent BPM Industry Analyst from 1992-2010 when he joined Forrester Research. After 2 years as a leader of the BPM practice, he took on a leadership role to grow the Business Architecture practice – across these two domains he has published more than 60 research reports with in Forrester. He also made significant contributions to Forrester’s Customer Experience (CX) research, developing comprehensive methods, techniques and engagement practices around Target Operating Models and Business Transformation. In 2014 he became a Principal Consultant helping clients apply these methods to challenging change and transformation projects.

Within Gartner, Derek picked up the intelligent Business Process Management Suites (iBPMS) Magic Quadrant and Critical Capabilities (MQ/CC), before establishing the RPA MQ/CC efforts and more recently, the Enterprise Architecture Tools MQ/CC.

Over the years, he has carried out a wide range of consulting roles including establishing and facilitating change initiatives, running hundreds of training courses, undertaking detailed technology selection assessments and project-risk assessment studies. Other engagements have involved the provision of strategic consulting advice – from facilitating board level conversations around BPM and CX initiatives, through to establishing effective Centers of Expertise, and helping clients develop new business models.

Clients have included several Fortune 100 firms, major governmental organizations and NGOs.

His experience within the BPM community ranges back to the mid 80’s when he started developing process oriented approaches.He is co-author of the BPMN Modeling and Reference Guide (along with Dr Stephen White of IBM, the main author of that specification). He read Civil Engineering in New Zealand before entering the IT industry in the 70’s and completed an experimental MBA equivalent at London Business School. He has taught at INSEAD, Cass Business School (London), University of Linz, University of Stockholm and University of Porto.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Climate change and demographic shifts will only exacerbate an already ultra-competitive work environment. However, the next shiny object on the horizon – some fancy new technology such as AI Agents or Process Mining – will not deliver any real sustainable change without your employees stepping up to the plate to make it happen.

That means you have to ENGAGE your people to want to change – to involve them in cocreating and reinventing how the organization delivers value. That usually means fundamentally rethinking from the outside-in what customers and external parties want/need rather than merely automating and existing set of steps.

The good news is that AI Agents (or is it Agentic-AI) and other technologies offer the opportunity to engage in that rethinking … but these technologies still need threading and weaving together with your workforce to create a viable (and sustainable) value proposition. So yes, orchestration is still very much needed and one only has to read the pages of LinkedIn to realize that many of the BPM vendors have a grip on how to organize that part (e.g. Camunda’s recent release). One thing that’s often missed in implementation is some deep thinking about the data that you will use to help train and focus the value delivery mechanisms.

But you still need to engage your people in developing a vision for how you are going to make that step change in customer value. One thing that hasn’t changed – the soft stuff (people engagement) is still the hard stuff – it’s mobilizing employee’s brains and thinking.

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Nathaniel Palmer

Nathaniel Palmer is the CEO of Infocap®, a leading innovator in Intelligent Automation technologies. He is a pioneer in automation and digital transformation, serving as Chief Architect to several of the largest and most complex initiatives across government and private industry, totaling over $3.5 Billion in research and development. He is a best-selling author, speaker, practitioner, and rated as the “#1 Most Influential Thought Leader in Business Process Management (BPM)” by independent research. He has co-authored 15 books on technology and business transformation including “Gigarends” released Feb’24 which reach #1 for AI on Amazon’s Hot New Releases and is the 2019 recipient of the “Marvin L. Manheim Award for Significant Contributions in the Field of Workflow” as well as the first individual awarded “Laureate in Workflow.”

WWW: www.infocap.ai
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Across various missions of sustainability, BPM can optimize processes to minimize waste, integrate relevant metrics into workflows, and ensure compliance with environmental standards as well as to prioritize energy-efficient operations or circular economy principles. But arguably the most impactful “gigatrend” is the shift to an aging population globally and regional declines in population growth. Regions seeing growth among younger, tech-savvy workforces while increasing come from areas outside of historically developed economies. This trend among others have already begun to shift workforce dynamics, customer expectations, and talent availability. BPM still offers a unique leverage point to help adapt processes to accommodate flexible work arrangements, automate repetitive tasks to offset labor shortages, and personalize customer-facing processes to meet diverse demographic needs.

Lastly, tech trends have an inescapable impact. Cloud-native capabilities and “Functions as a Service (FaaS)” accelerate process digitization, enabling real-time data and transparency but also demanding faster adaptation. AI transforms process automation, predictive analytics, and customer interactions, reducing manual effort while raising ethical and governance questions. BPM acts as a strategic enabler by aligning processes with these megatrends. It fosters resilience through continuous improvement, scenario planning, and agile process redesign, enhancing data-driven (albeit not necessarily algorithmic) decision-making, as well as integrating disparate systems, to foster agility in a hyper-connected world.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Process Modeling and Optimization: proficiency in visual modeling—and my personal bias aside I will still argue for the triad of notations (BPMN, DMN, CMMN) —remain a critical skill for any process professional. Even in the face of GenAI or similar “automagical” means for generating process snippets, there remains an imperative to understand how to translate process complexity into well-formed process models. Low Code and “No Code” tools can replace time spent in front of a compiler, but this only hastens the need for modeling proficiency.

Decision modeling: beyond the competency in a particular methodology or notation (DMN, TDM, etc.), far too many BPM practitioners remain stuck in a procedural, “control flow” mindset and struggle to appropriately model business processes and business logic in the declarative, goal/policy-driven manner required for modern automation initiatives (i.e., how we leverage BPM in 2025 vs. 2005). This is both art and science and requires not only a shift in mindset but an understanding of the same methods and techniques for accurately defining deterministic rules and event-driven automation.

Process Mining (et al.): while admittedly tool-driven, process and task mining is de rigueur for any help BPM practitioners create value for their organizations in 2025. If you’re not doing it already, get on it!

Lastly are two wildcards, straddling the lines of skills and techniques, are Spatial Computing and Human-Centric Design (HCD). Spatial computing combines AR/VR, 3D mapping, as well as Digital Twin technologies and capabilities ultimately for the objectives of workflow optimization (via automation) and improved human-machine interaction. BPM practitioners should lean into this. Apply BPM lens to leveraging synergies across AR and digital twins to reduce errors, enrich training, and elevate productivity, as well as overlay digital instructions on physical assets and providing real-time performance insights. Future advancements in AI, robotics, and 5G/6G networks promise greater automation, but ethical considerations and workforce disruptions must be managed. This is a key role for the BPM practitioner and will not be satisfied by platforms alone.

Similarly, making the work done by humans more consistent, predictable, and less reliant upon subjective interpretation of policies and rules and by doing so simultaneously expanding the aperture for what is automatable, where digital workers and human workers use the same systems, follow the same rules, as well as are equally observable and accountable. This requires re-envisioning the structure of the task to be not a single, discrete unit of work, but business outcomes, and to remove the distinction between what supports a task and the task itself as well as who performs the work. Applying Human-Centric Design (HCD) reorients work processes around natural human thinking, making them more intuitive, consistent, and predictable. By reducing subjective interpretations of policies, workflows become standardized, ensuring both people and digital workers follow the same clear logic and interfaces. This shared environment increases observability and accountability, as every action is measured uniformly. HCD also shifts the lens from completing discrete tasks to achieving broader business outcomes, embedding support mechanisms within the workflow. This holistic approach removes boundaries between task and task support while enabling humans and digital workers to collaborate, expanding the scope of automation without compromising user experience.

Behaviors BPM Practitioners should follow:

Collaboration: taking the lead to facilitate collaboration across IT, operations, and company/program leadership to align processes with strategy. Be the integrator!

Curiosity and Adaptability: bring your intellectual curiosity to work by proactively exploring new technologies and trends to innovate processes, as well as embracing change and pivoting strategies as megatrends evolve.

Strategic Mindset: make viewing BPM as a business enabler, not just an operational fix, the new vibe in your organization. Understand how to (and do) champion your role as a BPM practitioner to deliver efficiency, agility, and innovation, ensuring organizations can pivot quickly, meet stakeholder expectations, and capitalize on emerging opportunities.

Empathy: Understanding stakeholder needs—employees, customers, and regulators—to design inclusive processes.

Books BPM Practitioners should read:

“Business Process Management: A Rigorous Approach,” by Martyn A. Ould (2005)

“Gigatrends,” by Palmer and Koulopoulos (2024)

Which skills are no longer relevant or not practically applicable yet (hype)?

I may be less cynical than some colleagues, yet many of the core tenets of process management we have applied over the last 30 years have not only stood the test of time but continued to form the basis of effective process management. However, the rapid embrace of automation, analytics and digital-first strategies has diminished the demand for some traditional BPM capabilities — or approaches — including:

Generation after generation of manual diagrams, flowcharts, and binders of documentation have become rather obsolete. Today most teams today leverage cloud-based or collaborative BPM tools that offer version control, real time collaboration, and data driven insights.

Heavy frameworks and siloed methodologies based on rigid, linear project cycles (with little iterative feedback) or siloed roles are being blown away in favor of more agile, cross-functional approaches. Today, successful practitioners must instead partner fluidly with development, data analysts, and automation teams.

Expertise in legacy, on-prem BPM suites that do not have modern integration or automation capabilities may fall out of favor. Instead, knowledge of newer, low-code or no-code process-automation platforms have become key new skills.

Manual gathering of process metrics and spreadsheets powered by 60s tech versus real-time dashboards and automation (e.g., IoT, AI, or process mining powered) are becoming the standard for visibility and reporting. Although these old-school skills and techniques are neither useless nor irrelevant, organizations generally prioritize digital, collaborative and automated approaches to BPM, which necessarily are practiced by practitioners who embrace them.

Not Practically Applicable Yet (Hype):

Fully Autonomous AI-Driven BPM: we are on the cusp of Agentic AI delivering on the promise of the comprehensive business operation systems BPM evangelized over the last 20-years, but never truly delivered. AI isn’t delivering it yet either. Although AI+BPM already offers the capabilities needed to enhance processes in many ways previously out of reach, the reality is that fully self-managing systems lack maturity and require human governance. But by this time next year, that conversation will be different.

Quantum Computing in BPM: quantum applications within BPM or process optimization overall are at best experimental and not yet a reality for anything outside of the lab. Although it may be at least a decade before this is a practical consideration, the thought experiments around Quantum BPM by BPM practitioners will benefit both the thinker and chances for future adoption.

Metaverse-Based Process Management: VR/AR for BPM collaboration has a futuristic feel, which seems like it’s been just around the corner for years, yet still lacks widespread adoption in 2025. Although I don’t fully expect this to change this year, it is certainly closer to reach than quantum computing and worth considering of potential use cases.

Web3, Tokenization, and DAOs (Decentralized Autonomous Organizations): less hype than the other three concepts, Web3, tokenization, and Decentralized Autonomous Organizations (DAOs) can fundamentally reshape BPM by providing trustless automation, transparency, and innovative incentive structures. On-chain records maintain accountability and auditability, enabling processes to be automatically executed on blockchain networks through smart contracts. Today, multiple organizations can work together using the same source of truth, enabled by decentralized ledgers compliance and cross-entity workflows become as easy as it can get. Tokenization enables novel mechanisms for incentivization. Micro-transactions in tokens, for example, may reward tasks completed, or punish non-compliance. Software, content, outputs from the process can all be tokenized for fractional ownership and revenue sharing.

In addition, DAOs radically change governance: stakeholders vote on changes to processes and how resources are allocated, supporting new models of inclusive and transparent decision-making. From supply chain automation, healthcare data management, IT development bounties to even real estate tokenization, there are virtually endless use cases that can significantly improve from leaner operations, expedited settlements and proof of processes. Some of the near-term challenges include regulatory uncertainty, scalability issues, and technical complexities could be barriers to its widespread adoption. Yet BPM practitioners can take the lead to pilot projects with manageable scope, adopt existing DAO frameworks, and encourage cross-functional cooperation to address these problems. Web3 and DAOs are integrative visions for BPM’s future and can provide new efficiencies and collaboration models, leading to overall improved business results.

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Björn Richerzhagen

The trained businessman, business economist and business IT specialist is one of the most sought-after BPM experts. The BPM rationalist has been at the interface between departments and technology for two decades now and sees himself as a translator between the worlds. As a BPM consultant and trainer, he is OCEB and CBPP certified and accompanies process initiatives at company level as well as process automation projects as a workflow analyst.

In his private life, the family man is involved in numerous community / charity projects, enjoys traveling (Europe and Africa), listens to a lot of music (everything that has bass) and is an enthusiastic ocean sailor.

WWW: https://www.mi-nautics.com/
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

We do see that most of our customers are aware of those megatrends. Climate change, for example, has created a new discipline of procedural analysis to ensure that process design fulfills environmental requirements and sustains used resources. The demographic shifts mentioned, especially in the western world, are foreseen as the drainage of knowledge from skilled workers. To uphold knowledge and experience in companies, process management, especially process documentation, is utilized to secure process related information at least. This interferes with another megatrend we see. A limited economic growth in most western countries results into cost cuts in many organizations. Hence, management tries to find ways to reduce the amount of effort it takes to discover, document and analyze processes. Often artificial intelligence is regarded as a savior and is applied to increase procedural improvements. Whether or not artificial intelligence can deliver, is to be evaluated in the future. For now, we don’t see an overall AI approach that eliminates process management as a whole. Today, we do see artificial intelligence rather as an endpoint – let’s call it a resource – that can be utilized in some processes. For now, process discovery, process documentation, process analysis, process design, process execution, process controlling can arguably not yet be fully replaced although it might be of help already.

In conclusion, we have seen megatrends passed by over the decades. Process Management remained relevant over the years. If you consider processes as a way to create value in your organization, process management will be there in the future.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

We still see that process management is only done for the sake of regulatory affairs in some companies. To create value, process management needs to be linked to strategic goals for the organization. This asks for a new positioning of process management as a corporate function. Shoulder to shoulder, process management needs to work on reaching corporate goals and strategies. Hence, process managers need to work on their strategy orientation.

Furthermore process management becomes more and more technical. Besides all well- known and battle proven methods of process management, workflow automation, robotic task automation, intelligent document processing, process mining, machine learning, artificial intelligence and such, demand a changed skill set of process managers. That does not make traditional skill sets irrelevant, but the new skills need to be blended in.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Once you start with process management, you will find plenty of information in books dealing with the BPM topic. Once you progress in that field, you will find out that helpful information is located elsewhere. There are a number of international blogs that I follow. They usually offer good hands-on advice. Personally, I make use of fairs conferences all sorts of meetups to exchange ideas with peers. If you are interested, please check out our reading list on our website.

Which skills are no longer relevant or not practically applicable yet (hype)?

Fundamentally, all acquired skills will help in the future. All phases of the BPM cycle will stay relevant, although some methods may no longer be intensely applied. We believe ‘value’ will be the key criteria.

E.g., does a holistic, company-wide and detailed documentation of processes create value for the organization? Probably not. Hence. that skill will be less prominent in the future as it will be partially replaced by process mining techniques or maybe even AI. Does that mean, you should give up that skill? It sure does not!

In practice, for example, sometime we see a lacking conceptual understanding of an ‘optimal process’ lead to bad decisions. Evaluating a process is an old skill, but nevertheless useful when it comes to investment decisions or prioritizing initiatives.

Skills only add up. They help understand the current and to future situation. Hence, skills never become irrelevant. I highly encourage everybody who is interested in the BPM field to learn as much as possible about it.

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Prof. Dr. Stefanie Rinderle-Ma

Stefanie Rinderle-Ma is a full professor for Information Systems and Business Process Management at the Department of Informatics, Technical University of Munich, Germany. Before Stefanie worked as full professor at the University of Vienna, Austria, where she led the Research Group Workflow Systems and Technology. Stefanie‘s research interests include flexible and distributed process technology, production intelligence, process mining, and digitalized compliance management.

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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

As BPM connects people, systems, and the physical world, all trends affect BPM and vice versa. For sustainability, for example, BPM offers the means to quantify the effectiveness of measures, e.g., on CO2 emissions, but also new metrics have to be developed. AI offers great prospects for BPM, e.g., by empowering domain experts in modeling and analyzing processes, but also BPM has the potential to shape AI, e.g., through AI-agentic workflows.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Our experience from several industry projects shows the ongoing importance of modeling skills for domain experts, possibly supported by chatbots, enabling them to express how the process should be, as well as of analysis skills, again potentially AI-supported, to analyze real-world process data. This is key for process understanding and continuous optimization. Moreover, at least basic skills in implementing process-oriented solutions for integrating systems, services, and physical devices (machines, sensors) are crucial.

What are the best resources to learn those skills? (e.g. books, articles, courses)

There are excellent books and I also strongly believe in hands-on exercises.

Which skills are no longer relevant or not practically applicable yet (hype)?

Maybe there are smaller trends with decreasing importance. The main skill set of modeling, analyzing, and implementing processes is and will be crucial to unlock the full potential of BPM in practice.

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Kevin Tan

Kevin Tan is a BPMN thought leader, author of BPMN Made Easy with Process-bility, and a business process expert specializing in simplifying complex workflows into digestible visual story models. With over two decades of experience, he has coached organizations like NAB Australia and QBE Australia in BPMN best practices. Kevin is passionate about making process modeling intuitive, actionable, and impactful for digital transformation. His Process-bility framework emphasizes simplicity, visual balance, and storytelling to break down silos and drive real business value. He frequently shares insights on LinkedIn and was a guest speaker at the University of Melbourne and the IIBA Festival of Business Analysis.

WWW: www.process-bility.com
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

BPM has always been about adaptation—understanding the current state, identifying inefficiencies, and enabling organizations to respond effectively to change. These global megatrends fundamentally shift the way businesses operate, and BPM is at the core of ensuring organizations can navigate these shifts with agility.

Climate change forces organizations to rethink sustainability within their processes—optimizing energy consumption, reducing waste, and ensuring compliance with evolving regulations. BPM helps by embedding sustainability KPIs directly into process models.

Demographic shifts, such as aging populations and workforce diversity, impact labor availability and customer expectations. BPM enables organizations to redesign processes for inclusivity, automation, and workforce upskilling.

Digital technologies and AI are not just disruptors; they are enablers of BPM itself. AI-powered process discovery, intelligent automation, and decision analytics transform BPM from a reactive discipline to a proactive, data-driven strategy.

Organizations that embrace Process-bility—making BPM simple, visual, and actionable—will thrive in this new era. Instead of drowning in complex models, BPM practitioners must focus on clarity, enabling businesses to see where they are and where they need to go.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Critical Thinking & Problem Identification: Many rush to solutions, but the value of BPM is in correctly identifying the problem first. “Anyone can provide a solution, few can understand the problem.”

Process Storytelling: If stakeholders don’t understand your BPM model, it’s useless. The ability to translate complex processes into digestible visual story models is key.

AI-Augmented Process Analysis: BPM practitioners must embrace AI-driven insights, but not blindly trust them. AI can accelerate discovery, but human expertise ensures relevance.

Data-Driven BPM: Process without data is like watching a silent movie. BPM practitioners must incorporate data into their models to drive actionable insights.

Collaboration & Change Management: The best BPM models won’t work without stakeholder buy-in. The ability to communicate, influence, and drive change is more valuable than technical skills alone.

Simplicity & Visual Balance: Complexity kills adoption. “Say NO to complexity, say YES to simplicity.” Models must be intuitive, structured, and easy to consume.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Books:
BPMN Method and Styles by Bruce Silver
BPMN Made Easy with Process-bility by Kevin Tan
Bruce Silver did an excellent job structuring BPMN through Method and Style. But BPMN is still too complex for many organizations. That’s why I created Process-bility—it takes BPMN beyond just structure, making it intuitive, engaging, and practical for real-world business transformation. It’s all about Storytelling, Visual Balance, and Simplicity—the three principles that make BPMN not just correct, but easy to use.”

Which skills are no longer relevant or not practically applicable yet (hype)?

Overcomplicated BPM Notations: Knowing every BPMN symbol doesn’t make you a good modeler. In reality, 80% of process models only need a small subset of BPMN elements.

Process Automation without Business Understanding: Some assume RPA and AI can replace BPM. They can’t—automation without a solid process foundation just speeds up inefficiencies.

Rigid ‘Waterfall’ BPM Approaches: In 2025, agility matters more than strict adherence to old BPM governance frameworks. Processes must be continuously improved, not just documented and forgotten.

At the end of the day, BPM is not about modelling for the sake of modelling. It’s about making processes clear, actionable, and continuously improving to help businesses thrive in a rapidly changing world. Process-bility is the future of BPM—if it’s not easy to understand, it’s not serving its purpose.

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Steve Towers

Steve is passionate about helping people and businesses transform to better ways, with happier lives. Whether that is individuals, teams or companies I apply proven and tested ways from the very best individual and corporate achievers to help you codify your own success, happiness and future.

Named one of the 30 most influential Global Customer Experience Experts in 2022. An experienced business transformation leader with over 40 years of success in driving and achieving organizational goals in both the private and public sectors in a variety of key ‘C’ leadership and top-level consulting positions. Recognized across industries including Business Process Management, Enterprise Architecture, Customer Experience and Lean Six Sigma

WWW: https://www.bpgroup.org
WWW: https://www.stevetowers.com/
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Impact of Global Megatrends on BPM

Global megatrends like climate change, demographic changes, digital technology, and AI are radically altering BPM. These forces push organisations to be more mobile, efficient and sustainable. For instance:

Climate Change
Companies have started to care more about sustainability and carbon emissions. BPM can help by making processes and customer experiences more energy-efficient and environmentally sound.

Demographic shifts
As the world’s population ages and changes, BPM will help modernize processes for the global workforce while imparting knowledge.

Digital Technologies and AI
With AI and digital technologies added to BPM, data analysis, predictive analysis, and automated routine work are possible with the help of real-time data, resulting in efficient, productive processes. Future-orientated Analytics engines, along with AI, can also make predictions about future processes and integrate experiences.

Learns, Practices, Behaviors, and Mindsets for BPM Experts in 2025

As value-creators for their companies, BPM experts need a combination of technical and soft skills including:

Technical Expertise
Know Process Modeling, Data Analysis, Customer Experience Management, AI and Automation tools.

Soft Skills
Critical thinking, problem-solving, communication.

Habits and Mentalities
Proactivity, versatility, customer-first mindset.

The Top Courses To Become A BPM Professional

BPM skills: here are some good places to get started:
Books (the good ones)
The Power of Business Process Improvement
10 Easy Steps to Be More Effective, More efficient, and More adaptable
by Susan Page (former Disney University mastermind)

Digital Transformation – A Short Primer for the Game Changers
by Peter Fingar, and Jim Sinur (BPM business gurus)

Outside-in The Secret of the World Leading companies
by Steve Towers

Articles
You can find tons of articles and white papers at BPGroup.org on all kinds of BPM topics.

Training
Distance Learning Courses from Coursera, edX and the in-the-room Certified Process Professional® (https://experienceprofessional.com/dubai_cppm) from the BPGroup.org.

Competencies Out of Date

Certain competencies might be obsolete because of technology:
Manual Process Mapping
Manual process mapping is no longer necessary due to the AI/automation trend.

Standard Data Entry
Automation tools already handle mundane data entry work, so this expertise is redundant.

Enterprise Architecture
Improved software can now produce rich pictures and guidance in double quick time. Architects can direct systems to produce rapid deep dives negating the need for long expensive projects.

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Roland Woldt

Roland Woldt is a well-rounded executive with 25+ years of Business Transformation consulting and software development/system implementation experience, in addition to leadership positions within the German Armed Forces (11 years).

He has worked as a Team Lead, Engagement/Program Manager, and Enterprise/Solution Architect on many projects. Within these projects, he was responsible for the full project life-cycle, from shaping a solution and selling it, to setting up a methodological approach through design, implementation, and testing, up to the roll-out of solutions.

In addition to this, Roland has managed consulting offerings throughout their life-cycle, from definition, delivery to update, and had revenue responsibility for them. This also included the stand-up and development of consulting teams, and their day-to-day management. Roland worked as a Vice President at iGrafx, Director in KPMG’s Advisory, as a Practice Director at Software AG/IDS Scheer, and as a project manager at Accenture.

WWW: “What’s Your Baseline?” podcast
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

I have seen more implementation of AI in the tools, but it is still on the level of “little helper tools” that will support import of content (i.e., create a model based on a document), or creation of code for process mining data modeling. However, it misses the boat when it comes to the “bigger picture”. I see some attempts to relate data that could be an insight for an analysis (but is no full analysis), it also does not pull in benchmark data or similar.

Additional use cases that I see are the use of AI for governance purposes (e.g., data quality: is all information needed already captured and up-to-date), or for simulation (create all simulation models and run the simulation for these when pressing the “save” button and then weed out the nonsensical results before giving a user a recommendation similar to “if you make this change, the capacity of your process will increase by x%”).

I am a bit reluctant to jump on the “AI will solve every problem” bandwagon and would love to see more use cases being defined and then implemented.

In addition to this, I have also seen more interest in the Sustainability topic (e.g., from ARIS or Mega), but they all fall short IMHO because they don’t talk about and capture the actual emissions data, and they don’t have a reporting engine that is needed to comply with (mostly) the EU regulators. And what I also don’t see is the urgency in picking up this topic — especially here in the US on the federal level — even though companies need to have a significant reduction done by 2030. I just read a study by Accenture from 2022 in which they predict that nearly all (93%) companies will fail that goal.

BPM and the wider Enterprise Architecture can and should be a part of the whole conversation (it is a redesign of their operating model and making decisions about the changes in the end) but I don’t see how a single BPM/EA group can be successful here. It takes the collaboration of a vendor with someone like Salesforce Net Zero Cloud (who do the emission capturing, calculation, and reporting) to have the proper first step of a technical solution.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Data-driven analysis techniques will continue to become more popular, but I see some stagnation in innovation for the tools. It appears that Process and Task Mining have reached the status of “good enough” when I look at the tool features, and need to spread wider into more organizations … it is still a “young” topic. Overall, I see “data” still as a topic, though.

From an attitude aspect, I wish that we, as practitioners, don’t jump on the latest fad and then just think about that, but keep the focus on the basics and build the capabilities needed in our organizations that will help professionalize the discipline. Don’t fall into the trap of -artificially- building borders, as we see between “Business Architects” (driven by the BA Guild who do a good marketing game) and “Business Process” people — we are talking about the same thing here!

What are the best resources to learn those skills? (e.g. books, articles, courses)

I am biased because I just wrote a book about “Successful Architecture Implementation” that will be released in March 2025, and run the What’s Your Baseline? Podcast for 3.5 years for which we received good feedback for. So, I obviously recommend these resources (whatsyourbaseline.com).

Oh, and I am also writing on a second book “Successful Process Mining Projects” right now and expect this to come out in Q3/2025

What I wish for 2025 would be to have more podcasts to listen to, more opportunities to meet in real life and simply connect better with other practitioners. There are some things that I love to see, like the “BPM Stammtisch Hamburg” in Germany, but I don’t see anything in the area where I live (Washington, DC).

Which skills are no longer relevant or not practically applicable yet (hype)?

BPM is an “evergreen” capability, and I doubt that the skills will go away. And some of them will come back at some point in time — like Lean, for example. When I look at the changes that are triggered by the new administration here in the US, the government agencies will be forced to do less with more and become more efficient — I can see that these analysis methods will see a renaissance … combined with data-driven methods like Process Mining.

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This time I asked not only questions about BPM, but also the question about the impact of global megatrends on BPM to give you some broader context.

Check out the thought-provoking answers from 10+ BPM experts.

As always, you can either read everything or use the navigation below. Enjoy!
Wil van der Aalst
Tony Benedict
Scott Francis
Ian Gotts
Mathias Kirchmer
Mirko Kloppenburg
Harald Kühn
Madison Lundquist
Jan Mendling
Brian Reale
Pedro Robledo
Michael Rosemann
Michal Rosik
Serge Schiltz
Jim Sinur

Which BPM skills will be hot in 2025

Now, let’s dive into the answers.

Prof. Wil van der Aalst

Prof.dr.ir. Wil van der Aalst is a full professor at RWTH Aachen University, leading the Process and Data Science (PADS) group. He is also the Chief Scientist at Celonis, part-time affiliated with the Fraunhofer FIT, and a member of the Board of Governors of Tilburg University. He also has unpaid professorship positions at Queensland University of Technology (since 2003) and the Technische Universiteit Eindhoven (TU/e). Currently, he is also a distinguished fellow of Fondazione Bruno Kessler (FBK) in Trento, deputy CEO of the Internet of Production (IoP) Cluster of Excellence, co-director of the RWTH Center for Artificial Intelligence. His research interests include process mining, Petri nets, business process management, workflow automation, simulation, process modeling, and model-based analysis. Many of his papers are highly cited (he is one of the most-cited computer scientists in the world and has an H-index of 161 according to Google Scholar with over 121,000 citations), and his ideas have influenced researchers, software developers, and standardization committees working on process support. He previously served on the advisory boards of several organizations, including Fluxicon, Celonis, ProcessGold/UiPath, and aiConomix. Van der Aalst received honorary degrees from the Moscow Higher School of Economics (Prof. h.c.), Tsinghua University, and Hasselt University (Dr. h.c.). He is also an IFIP Fellow, IEEE Fellow, ACM Fellow, and an elected member of the Royal Netherlands Academy of Arts and Sciences, the Royal Holland Society of Sciences and Humanities, the Academy of Europe, and the North Rhine-Westphalian Academy of Sciences, Humanities and the Arts. In 2018, he was awarded an Alexander-von-Humboldt Professorship.

WWW: http://www.vdaalst.com
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Global megatrends such as climate change, demographic shifts, digital technologies, and AI are profoundly reshaping the landscape of business process management (BPM). Organizations need to rethink how they design, manage, and optimize their processes. Organizations face growing expectations to reduce carbon footprints and adopt sustainable practices. This requires redesigning processes to be energy-efficient and environmentally friendly.

Traditional process mining focuses on event logs linked to a single case (e.g., an order). Object-Centric Process Mining (OCPM), however, tracks multiple object types (e.g., orders, invoices, and shipments) and their interrelations, reflecting the complexity of modern business ecosystems. OCPM provides a more comprehensive view of interconnected processes, revealing hidden inefficiencies and dependencies. OCPM can be used to identify inefficiencies in end-to-end processes (e.g., redundant steps, excessive energy use) and suggests optimizations to cut emissions. Also, the IT infrastructure itself needs to be sustainable. Process mining tools can optimize IT workflows (e.g., data center operations), reducing energy consumption. By identifying high-energy usage processes, organizations can move less critical operations to greener time slots or regions. In one of my LinkedIn posts, I stated that Python consumes 75 times as much energy as C when performing the same tasks and is 71 times slower. The post was viewed 3.4 million times and generated over 1000 comments. My goal was (1) to create awareness that the choice of programming language has a huge impact on energy use and (2) that this is rarely a consideration when teaching a programming language. This hit an open nerve and illustrates that we typically do not think about this.

Next to environmental challenges, we need to address demographic challenges (like low birth rates in developed countries). With fewer younger workers, retaining knowledge becomes critical, and processes need to become more efficient. Process mining identifies time-intensive, repetitive tasks that can be automated using technologies like robotic process automation (RPA). This reduces dependency on a shrinking workforce. Process mining exposes unnecessary steps or approvals in workflows, enabling organizations to simplify overly bureaucratic processes. By automating bureaucratic processes, fewer workers are needed to manage routine administrative tasks, alleviating the strain caused by a smaller workforce.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

To create value in 2025, BPM (Business Process Management) practitioners must evolve to meet the challenges and opportunities of a data-driven, rapidly transforming business environment. Data literacy and integrating data science with domain expertise remain important. Practitioners must be proficient in interpreting data, identifying patterns, and drawing actionable insights. This includes familiarity with statistical concepts, skills in cleaning and preparing data for analysis, and the ability to interpret results from analytics tools. A deep understanding of the organization’s industry (e.g., finance, healthcare, manufacturing) and its unique process requirements is key. For example, a BPM practitioner in healthcare must understand regulatory requirements like HIPAA and understand the challenges related to data management. Storytelling skills are needed to convey insights and recommendations from process analytics to stakeholders in an engaging and understandable way.

BPM practitioners should steer away from superficially using GenAI. The goal is not to produce text or PowerPoints but to improve processes and add value. Professions that are “text heavy” were considered to be above automation. However, generating beautiful sentences has become a commodity. ChatGPT knows nothing about an organization’s processes unless you supply it with data. GenAI works well with unstructured data. However, most business-relevant data are structured, and one needs clever computations instead of generating unfounded answers. This requires an attitude change.

What are the best resources to learn those skills? (e.g. books, articles, courses)

– W.M.P van der Aalst. Object-Centric Process Mining: Unraveling the Fabric of Real Processes. Mathematics, 11(12):2691, 2023. https://doi.org/10.3390/math11122691
– W.M.P. van der Aalst and J. Carmona, editors. Process Mining Handbook, volume 448 of Lecture Notes in Business Information Processing. Springer-Verlag, Berlin, 2022. https://doi.org/10.1007/978-3-031-08848-3
– W. M.P. van der Aalst, O. Hinz, C. Weinhardt: Sustainable Systems Engineering. Bus. Inf. Syst. Eng. 65(1): 1-6 (2023). https://doi.org/10.1007/s12599-022-00784-6
– L. Barbieri, E. Madeira, K. Stroeh, W.M.P. van der Aalst: A natural language querying interface for process mining. J. Intell. Inf. Syst. 61(1): 113-142 (2023) https://doi.org/10.1007/s10844-022-00759-9
– LinkedIn post on the energy use of programming languages: https://www.linkedin.com/posts/wvdaalst_sustainability-activity-7223303687266336768-0X0r

Which skills are no longer relevant or not practically applicable yet (hype)?

Not much has changed here despite the uptake of GenAI. Traditional BPM, centering around yellow notes and hand-made process schemas, is no longer a good idea. It also does not make any sense to focus on advanced ML techniques when the biggest challenges are data management, unawareness of technologies that actually work (e.g., process mining), and organizational change.

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Tony Benedict

Tony Benedict is a Partner with Omicron Partners, LLC, a strategy advisory firm. He is a senior level operations executive best known for transforming organizations, improving operational excellence and profitability. Most recently, he served as Interim Vice President of Operations for Rising Pharma, managing all phases of complex $200M post-merger integration of 2 acquired companies (36 CMOs, 2 3PLs) within expedited timeframe, while concurrently launching a state-of-the-art pharma distribution center. Consolidated 3 ERP systems into a single SAP instance within 6 months. Benedict previously worked at HonorHealth as Vice President, Procurement and Supply Chain where he was responsible for over $600M in spend management. One of his accomplishments was in the restructuring of the procurement and supply chain organizations post-merger within 12 months and consolidating two ERP systems within 18 months while implementing $60M in cost reduction initiatives. Previously, he was Chief Information Officer, Vice President of Supply Chain for Tenet, and Vice President, Supply Chain, Vanguard Health Systems at Abrazo Community Health Network in Arizona.
He is currently serving as President and Director, Board of Directors for the Association of Business Process Management Professionals International and is a co-author of the Business Process Management Common Body of Knowledge versions 2, 3 and the recently released version 4.
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

AI will have a place in monitoring and auditing as guard rails for theft and counterfeiting. Sensor technologies will play a role to accomplish this especially in the bio-pharma and agriculture industries. AI will also play a role in compliance to regulations and reporting to government authorities.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

As much as I’d like to say generative AI, I will refrain from saying it because those tools are already here and take away a lot of the core work people used to perform like process modeling. Now you have low and no-code which will only get better. Business Process modeling will still be a foundational skill, however, in order for BPM professionals to move up the food chain, higher level skills sets will emerge as the evolution of the business process architect role takes on more strategic efforts in business transformation. This is an inflection point and tectonic shift requiring people to move into higher level skill sets to stay relevant in the job market. For example, strategic alignment and aligning operations to corporate strategy and goals is key to overcoming the 70% failure rate of digital/business transformations. In the past, too much effort (and money) was spent on aligning technology to operations with no connection to strategy. Some of the key competencies will be: Business Strategy, Operations, Enterprise performance Management, Enterprise Business Modeling and Management of Architecture & Performance. Each competency has a skill set associated with it along with maturity levels for each skill. For example, within Business strategy is systems thinking. Most people know the definition, however, putting it into practice within a department is very different than across an entire enterprise. Experience matters when it comes to proficiency. The skill has to develop over time and be rated according to a scale.

What are the best resources to learn those skills? (e.g. books, articles, courses)

ABPMP will be releasing an executive level guide to Business Architecture in the second quarter of 2025 which will outline the key competencies and skills within each necessary for business process architects to move up that food chain within corporate cultures. It is an executive skill set and point of view for leading digital/business transformations. Stay tuned.

Which skills are no longer relevant or not practically applicable yet (hype)?

Agile has moved past the hype and become more commonplace. It’s not a requirement for transformation as much as it is for software development which in itself has become less labor intensive with the introduction of generative AI.

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Scott Francis

Scott Francis is CEO and Co­-Founder of BP3, a BPM specialist firm focused on accelerating process innovation for customers. Scott and his team have grown BP3 into a Leader in Forrester’s Wave for BPM Services Providers, a top 10 Company in Fortune’s Great Places to Work, a top 10 company in Austin’s Fast 50, and to 120 employees worldwide. Scott is a speaker at conferences such as: bpmNEXT, BPMPortugal, and BPMCAMP, and is the primary author of BP3’s blog.

WWW: http://www.bp-3.com
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What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Right now, most organizations are probably looking at an IT future that looks a bit like chaos. More data than ever is traveling into their servers in the cloud, more AI capabilities than ever are at the fingertips of their employees. And there is little discipline or organization to this chaos. While AI can derive meaning from your data, what data should it have access to? Who should have access to the AI tools with these insights? How do we get control over all of this?

If you try to solve these problems with access control lists and data security alone, you’re solving the problem in a really complex, and declarative way that makes it very difficult to see the forest for the trees.

Processes are the key organizing principle that can make order out of chaos here. Processes define who participates, and when. Processes define what actions are expected by these participants – and when. Processes define what information is needed, provided, altered, and created to support the process – and when, and by whom or by which systems. Processes can also be the mechanism for defining when and where AI plugs into your business operations. By having this organizing principle, you don’t have to wonder what rogue AI tools might be addressing your corporate data – the AI tools can be deployed in an organized fashion for specific needs and capabilities.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Continue to be open minded to new technologies and capabilities – don’t get caught up on what AI “can’t do” – because AI is only another kind of automation – and potentially anything can be automated if we’re clever enough. That doesn’t mean that it is commercially viable to automate everything. I don’t think it is about the specific skills – building LLMs, or transformers, or whatever – it’s about how to use the tools that are being released. The process practitioner has the luxury of *applying* these technologies to our process work, rather than having to do fundamental work inside these techniques/technologies themselves.

Having the creativity, and process-oriented thinking skills, to put these together into solutions is where it is at.

Which skills are no longer relevant or not practically applicable yet (hype)?

I think training your own LLM is already no longer relevant for the average BPM practitioner – if it ever was!

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Ian Gotts

Ian is CEO and founder of Elements.cloud, tech advisor, investor, speaker and author. He has written 12 books on BPM, change management, and compliance, and can be found on the professional speaking circuit or in a plane!!! 

Elements.cloud helps customers clean-up, document and build their app implementations, focused on Salesforce. But valid for any low code app platform.
WWW: https://iangotts.medium.com
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FINALLY, the BPM dream of “map process and it builds app” is realized with AI agents. And the cool thing is the process maps can be simple e.g. UPN making the multiple shapes supported by BPMN unnecessary.

The implications for app development is profound. As Microsoft CEO said in recent interview “with AI, the business logic is moving to agents”.

Also, in that interview he said he is revisiting LEAN because process reengineering is making a comeback.

@52:00 https://youtu.be/9NtsnzRFJ_o?t=3022

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Dr. Mathias Kirchmer

Dr. Kirchmer is an experienced practitioner and thought leader in the field of Business Process Management (BPM) and Digital Transformation. He is Managing Director of Scheer Americas, previously BPM-D US. He co-founded BPM-D, a consulting company focusing on performance improvements and appropriate digitalization by establishing and applying the discipline of BPM. Before he was Managing Director and Global Lead of BPM at Accenture, and CEO of the Americas and Japan of IDS Scheer, known for its process modelling software and process consulting.

Dr. Kirchmer has led numerous transformation and process improvement initiatives in various industries at clients around the world. He has published 11 books and over 150 articles. At the University of Pennsylvania and at Widener University he has served as affiliated faculty for over 20 years. He received a research and teaching fellowship from the Japan Society for the Promotion of Science.

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WWW:https://www.scheer-americas.com/
Twitter: @mtki2006

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Business Process Management (BPM) equips organizations with the transparency needed to make fast, well-informed decisions and to implement resulting actions effectively. It enables rapid adaption, transforming strategy into people and technology-based execution at a pace with certainty. By leveraging BPM, you identify the impact of megatrends on your operations and how to act on the related opportunities and threats. BPM enables the value-driven use of digital technologies, including the various forms of AI, realizing their full potential.

As these megatrends drive continuously change, BPM has become a management discipline that addresses the ongoing transformation needs of an organization. It is the foundation for the “composable enterprise”—an agile, flexible, innovative and efficient company built on an appropriate organizational structure and software architecture. BPM prioritizes initiatives, drives standardization, optimization and innovation in business processes as well as establishes process governance to sustain the transformation journey.

The role of BPM becomes especially significant in enabling impactful enterprise-wide use of AI. The visibility it provides helps to identify where predictive AI adds best value, such as in maintenance processes, where generative AI is best suited, for example for tasks like generating design alternatives in engineering processes, and where agentic AI can autonomously execute processes, for instance, in simple procurement workflows. By guiding the AI transformation of the organization, BPM ensures that the resulting capabilities are seamlessly integrated in the end-to-end business processes and deliver best value.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Successful BPM Practitioners focus on business impact and outcomes rather than emphasizing enabling methods and tools. They must understand both the business aspects of processes and the effects of digital technologies that support these processes. Technology-based process reference models can aid in this understanding, enabling BPM practitioners to align business and technology towards the overall goals of the organization.

The broad role of the BPM-Discipline requires solid process prioritization approaches, such as a process impact and maturity assessments, as well as the right combination of standardization, optimization, and innovation. Standardization in particular, is becoming increasingly critical for efficient digitalization and the journey towards the composable enterprise. A practical approach to appropriate standardization is an important skill. Continuous change also requires an agile process governance approach which incorporates appropriate roles and governance processes. BPM Practitioners define the governance model which fits to the specific organizational context.

The BPM-Discipline is established through the “process of process management” (PoPM). BPM Practitioners manage the lifecycle of this key process. Leveraging modern tools, such as modelling and repository tools, mining or enterprise architecture applications, enables an effective PoPM. Additionally, AI is playing an increasingly important role for the PoPM. Generative AI capabilities, for instance, help with the analysis of as-is processes, generation of design alternatives for the future state, or to evaluate process mining data. BPM Practitioners ensure these digital tools are applied in ways that deliver outcomes to the organization.

What are the best resources to learn those skills? (e.g. books, articles, courses)

Specialized consulting and education organizations offer training and eLearning addressing those skills, such as Scheer with its academy and publications (www.scheer-americas.com). Industry organizations, like APQC (www.apqc.org), ABPMP (www.abpmp.org) or the BPM Institute (www.bpminstitute.org), provide related resources. Forward thinking universities and research organizations address related topics, for example the August-Wilhelm Scheer Institute for Digital Processes and Products (www.aws-institut.de), Widener University with its master program for Digital Transformation and Innovation (www.widener.edu) or the University of Pennsylvania (www.upenn.edu).

Here are some related readings that may help:
Scheer, A.-W.: The Composable Enterprise: Agile, Flexible and Innovative – A Gamechanger for Organizations, Digitalization and Business Software. 4th ed., New York, Berlin, e.a. 2023.
Kirchmer, M.: Process-led Digital Transformation – Mastering the Journey towards the Composable Enterprise. In: Shishkov B. (ed): Business Modeling and Software Design. BMSD 2024. Lecture Notes in Business Information Processing, vol 523 (ISBN: 978-3-031-64072-8). Springer, 2024.
Wilson, H.J, Daugherty, P.R.: Generative AI – The Secret to Successful AI-driven Process Redesign. In: Harvard Business Review, January-February 2025.
Kirchmer, M.: High Performance through Business Process Management – Strategy Execution in a Digital World. 3rd ed., New York, Berlin, e.a. 2017.
Franz, P., Kirchmer, M.: Value-driven Business Process Management – The Value-Switch for Lasting Competitive Advantage. New York, 2012.

Which skills are no longer relevant or not practically applicable yet (hype)?

Basic principles of process management as reflected in concepts like Lean, Six Sigma or Kaizen remain true and useful. But to stay relevant and efficient they must be upgraded, leveraging modern digital process management tools.

Improvement approaches that do not address the alignment of business and information technology or do not leverage digital capabilities to enhance processes will no longer be successful. Nowadays, every transformation is related to some degree of digitalization.

Most BPM software vendors already offer AI capabilities in their tools. Those look promising but are still in an emerging state. This is an area to watch closely.

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Mirko Kloppenburg

Hi, I’m Mirko. I’m 43 years old and I’m living in Hamburg, Germany, with my wife and our two daughters.
For 20+ years, I have been working in different process management positions at Lufthansa Group. But today, I’m transferring all my BPM experiences to other organizations to help them to inspire people for processes.
Therefore, I combine New Work and Process Management to form New Process and I founded NewProcessLab.com as a platform to share experiences and to rethink processes.
I focus on a human-centric transformation approach, experience design, and community building.
I’m also the host of the New Process Podcast where I’m sharing all my learnings from my journey to rethink processes.
For more information, please have a look at my LinkedIn profile.

WWW: NewProcessLab.com
WWW: LI profile
Twitter: @MirkoKBurg

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

For me, BPM is a structured management approach to turn any strategy into reality. This also works for responding to a changing environment, for example due to megatrends. BPM can help to take megatrends into account in processes and develop processes accordingly.

Of course, some megatrends also have an impact on BPM itself. We are already seeing many BPM tool vendors experimenting with the integration of AI into their tools. From my human-centric BPM perspective, however, not all of these experiments are really helpful. For example, I am not a fan of AI-generated processes at all, as there is a lack of employee acceptance. Nevertheless, AI-generated processes are of course nice for inspiration.

Regarding the megatrends mentioned as examples, I recently noticed in the evaluation of a survey on the topics that the New Process Community has on the agenda for 2025 that the topic of ESG has so far been completely underrepresented. Only 2% of survey participants want to implement ESG topics in processes in 2025. Certainly, a point which I will explore in more detail in the New Process Podcast in 2025.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

I currently see three stages on the path to a process-driven organization that need to be passed through to create an impact for the respective company:

1. Position for impact: BPM practitioners need to define the purpose of why they are applying BPM in the organization on an emotional level and they need to develop a BPM strategy accordingly. Based on this, the impact can be estimated and — even more important — demonstrated. Finally, all these insights should be used to design a BPM framework that contributes to bringing BPM purpose and strategy to life.

2. Implement a BPM framework: The implementation always starts with building up the process architecture and prioritizing processes. As soon as we know which processes to start with, the people have to be inspired for processes and modeling of processes can be done. Finally, BPM role owners such as Process Owners must be appointed.

3. Manage and improve processes: In the third stage, BPM roles must be enabled and guided to manage and improve their processes based on the BPM framework. Here, more advanced methods such as Process Mining, Process Automation and AI can be applied.

Unfortunately, stage 1 is often left out and organizations are solely focusing on the modeling of processes, ignoring the need for a reliable BPM framework. And after processes are modeled, there is no plan to get to the next level. To get beyond modeling. To really manage and improve processes.

I recommend that every BPM practitioner takes a critical look at where they stand today to identify gaps and close them in 2025. In addition, I encourage to also focus on continuously building a process culture by creating transparency, involving the people and creating experiences to get the people excited about processes.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I have three recommendations to learn more about these topics — and beyond:
1. Listen to the following episodes of the New Process Podcast to learn more:
– State of New Process – https://www.newprocesslab.com/episode52

– How to create a good Process Culture with Amelie Langenstein – https://www.newprocesslab.com/episode53

– Lufthansa’s leading approach to BPM – https://www.newprocesslab.com/episode58

2. I invite you to join New Process Pro to learn even more about the topics, find best practices, and explore tools and methods. New Process Pro is my community for BPM enthusiasts like you and me. And it is free: https://www.newprocesslab.com/pro

3. Beyond these topics, to never miss any important BPM content — like this outstanding collection by Zbigniew — again, take a look at BPM.today. BPM.today is an AI-assisted BPM news site that even e-mails you updates on the latest BPM blogs, podcasts, videos and more. Sign up for free at BPM.today

Which skills are no longer relevant or not practically applicable yet (hype)?

I think it depends on the purpose you pursue with BPM. Based on this, some skills are more relevant and others become obsolete.

Especially from my human-centric BPM perspective, I consider skills such as process mining, process automation and detailed process modeling with BPMN 2.0 to be rather unimportant and would always prioritize the skills that are necessary to build a process culture. It is essential to know how to rethink processes, focus on people, and get them excited about processes. This is what I’m fighting for. So, let’s join forces!

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Harald Kühn

Dr. Harald Kühn is a member of the management board of the BOC AG. He is responsible for the product management and the related strategic aspects of BOC’s ADONIS and ADOIT product portfolio. Dr. Harald Kühn works in the areas of BPM, EA, their integration and the usage of innovative technologies in these domains.
He is an author of over 20 publications about various aspects of BPM.

WWW: boc-group.com
WWW: LI profile
Twitter: @BOC_Group

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

I expect the following key impacts:
1. Climate Change:

• Organizations face increasing regulatory, social, and operational pressures to adopt sustainable practices. BPM can assist by embedding sustainability metrics into process designs, optimizing resource usage, and integrating environmental impact assessments into their design and execution.
• Carbon accounting and CO2 estimation tools are being incorporated into BPM systems, helping organizations reduce their carbon footprint.
• On the other side, there are various geopolitical situations, where climate change is ignored or even denied. I see a risk that this produces a counter-trend and would make the described impact less important in the context of BPM.

2. Demographic Shifts:

• Aging populations and diverse workforce dynamics require flexible processes tailored to different workforce needs. BPM can enable adaptive workforce planning, cross-generational training, and inclusive customer journey designs.
• Processes need to address shifting consumer expectations, including personalization and accessibility.
• In industry countries aging populations lead to reduced workforces both in private as well as in public organizations, and therefore the optimization, digitization and automation of processes is a must to keep wealth creation in these countries.

3. Digital Technologies:

• The continued adoption of IoT, AI, and hyper-automation is transforming BPM. Processes are becoming more data-driven and interconnected, enabling real-time monitoring and decision-making.
• The integration of mobile and wearable devices with many types of digital services and business processes creates increasing requirements on security, data consistency and compliance, to be considered both in BPM initiatives as well as in process execution.

4. AI, GenAI and Agentic AI:

• AI and Generative AI amplify the potential of BPM, as seen in 2024. Specific advances in 2025 include refined predictive modeling, enhanced process optimization, and even more accessible AI-driven process automation.
• Process engines for rule-based process control play still an important role. For the next years I expect that they will be complemented with increased usage of Agentic AI for some more autonomous parts of processes.
• Process mining tools now incorporate AI-powered insights to uncover inefficiencies and generate actionable recommendations, fostering adaptability in dynamic environments.

And how can BPM help? BPM supports organizations in adapting to these megatrends by offering tools and techniques for continuous improvement and fostering a culture of process innovation & transformation. Process management and related governance procedures, create reliable information which is approved, validated and sometimes even audited. Especially in the context of using AI services, reliable information as input is one of the most important characteristics to get trustful results.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

1. Continuous Learning: As the work environment, used technologies, practices, methodologies etc. are continuously changing, the learning process must do so as well. Continuous learning involves the persistent broadening of knowledge and abilities. Within the realm of workplace professional development, it focuses on acquiring new competencies and insights, as well as reinforcing previously acquired skills and knowledge.

2. Practical Engagement with GenAI Tools: To successfully integrate GenAI into BPM, practitioners in 2025 must prioritize continuous learning. This includes formal training, up-to-date online courses, and participation in global industry events tailored to AI advancements. Hands-on experience remains vital – through pilot projects, close collaboration with technology teams, and practical applications such as designing contextualized prompts. Particular emphasis should be placed on addressing modern challenges like information security, data privacy, and the ethical use of company data in conjunction with public GenAI and/or Agentic AI services. Furthermore, staying actively connected with the BPM and AI communities is critical. Engaging in professional forums, participating in discussions on cutting-edge case studies, and networking with experts will ensure practitioners remain informed about the latest trends, tools, and best practices shaping the field in 2025.

3. Use of Conceptual Modelling: The intensified use of multi-perspective conceptual modeling continues, incorporating sustainability, customer journeys, digital ecosystems, and value streams into cohesive BPM methodologies. This is accompanied by using a mix of different design, analysis and data-science techniques.

What are the best resources to learn those skills? (e.g. books, articles, courses)

ChatBots:
I recommend the intensive use of ChatBots such as ChatGPT by OpenAI (https://chatgpt.com/), Gemini by Google (https://gemini.google.com/), Claude by Anthropic (https://www.anthropic.com/claude) or Perplexity AI (https://www.perplexity.ai/) for learning purposes. In many cases they provide an easy way to be used as an “interactice learning companion”.

Books on Conceptual Modelling:
Domain-Specific Conceptual Modeling (Part 1): Concepts, Methods and Tools,
Domain-Specific Conceptual Modeling (Part 2): Concepts, Methods and ADOxx Tools,
Metamodeling: Applications and Trajectories to the Future

Free Conceptual Modelling Tools:
Library of various OMiLAB Modelling Tools, ADONIS Community Edition, ADOIT Community Edition, BOC Academy Programme

Which skills are no longer relevant or not practically applicable yet (hype)?

Any knowledge and experiences gathered in the past will influence decisions for the future. Therefore, even if specific skills, techniques or technologies are not really relevant any more, they are important to evaluate, decide on and apply new upcoming approaches.

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Madison Lundquist

As Principal Research Lead, Madison Lundquist develops and executes APQC’s research agenda for process and performance management and serves as subject matter expert. She interviews leading organizations on their practices, identifies key findings from the research projects, and shares the approaches and best practices organizations use to manage processes, improve organizational agility, and continuously improve.

WWW: apqc.org/expertise/process-performance-management
WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

According to our research on priorities and challenges for process professionals, the top drivers of change for process management in 2025 are digital transformation initiatives, the growth of process automation options, and the pace of change in the business, along with the application of machine learning and AI in the business. While new tools, technology and automation can provide great efficiencies for organizations and the management of their processes, there is still a critical component to their success: strong process management.

A strong process management program can enable new technologies, tools, and more through:

1. Strategic alignment –Alignment of your process management activities and organizational strategic plans enables organizations to focus their process efforts on those most critical to achieving the long-term goals of the business.

2. Governance – Strong process governance is critical for effective technology implementation. For example, someone needs to be accountable for securing any sensitive data used by technology while keeping it accessible and ensuring its quality for key stakeholders. Common process management roles like process owner also enable organizations to assign responsibility for continually monitoring and improving processes.

3. Change management – New trends and technologies usually require employees to change in one way or another. It’s critical that organizations have a strong change management plan/program in place that keeps in mind how their employees receive information, the time it takes to process the upcoming change, and how to encourage the employees to make the necessary change through things like rewards and recognition.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

The top skills process management teams need to stay relevant in 2025 are change management, analytics and data visualization, problem solving, design thinking, and storytelling. Storytelling is a skill that historically has been more popular for knowledge management practitioners, however, according to our annual priorities survey in 2024, storytelling has started rising in popularity for the process practitioners. Stories are what we remember. They connect us to the emotion and remind us of our purpose. When organizations are presented with change and new ideas, storytelling can a be a great tool for the “BPM toolbox” to encourage the adoption and successful implementation of new tools and technologies.

What are the best resources to learn those skills? (e.g. books, articles, courses)

APQC has a robust Resource Library that includes content on core tenets for process management, along with our training courses and webinars that help process professionals learn the necessary skills to be successful in an ever-changing business environment.

• APQC’s Resource Library, which includes articles, case studies, and more:
  • APQC’s Seven Tenets of Process Management
  • APQC’s Drivers of Change Management Infographics on Engagement, Rewards and Recognition, and Communication
• APQC’s Training Courses; including online self-paced courses on topics like process analysis, process frameworks, and process management essentials.
• APQC’s Events Calendar

Which skills are no longer relevant or not practically applicable yet (hype)?

Every year, we survey process professionals to understand the skills necessary for the upcoming year. According to our 2025 survey, the bottom three skills were software programming, training, and risk management. Instead, skills like change management, problem solving and data visualization are rising to the top. Process professionals need to have a more diverse set of skills allowing them to work with cross-functional teams, carry out change initiatives, and be able to both analyze data and create stories for their stakeholders on what the data is conveying.

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Prof. Dr. Jan Mendling

Prof. Dr. Jan Mendling is the Einstein-Professor for Process Science with the Department of Computer Science at Humboldt-Universität zu Berlin, adjunct professor at Wirtschaftsuniversität Wien, and Principal Investigator at the Weizenbaum Institute, Berlin. His research interests include various topics in the area of business process management and information systems. He is co-author of the textbooks Fundamentals of Business Process Management and Wirtschaftsinformatik. He has published more than 500 research papers and articles, among others in IEEE Transaction journals and MIS Quarterly. He is inaugural Co-Editor-in-Chief of Process Science and Co-Founder of Noreja, a tool vendor focusing on causal process mining.

WWW: LI profile

WWW: Personal website

WWW: Noreja website

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

There are two forces. First, trends such like demographic change and climate change create pressure for organizations to adapt. Second, new technologies such as GenAI provide new tools to implement such a change faster. Bottom line is: The demand for BPM increases while its capabilities increase.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

I offered some BPM trainings this year where I met participants who had not yet played around with ChatGPT. This hit me by surprise. It is of utmost importance for organizations to continuously monitor which tools emerge and who they can help employees for speeding up their daily work.

What are the best resources to learn those skills? (e.g. books, articles, courses)

I am a big fan of what Michael Jordan said: “Get the fundamentals down and the level of everything you do will rise.” Such fundamental knowledge is available in books. When it comes to new AI-tools, you need to follow online resources. Technology magazines and LinkedIn are important to stay up to date.

Which skills are no longer relevant or not practically applicable yet (hype)?

GenAI capabilities can pave us the way to self-documenting information systems and self-documenting business processes. BPM approaches that fully focus on manual documentation work are becoming less and less sustainable.

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Brian Reale

Brian Reale is a serial entrepreneur. Brian founded a telecommunications company in 2000 called Unete Telecomunicaciones which provided, voice, data, and satellite services in Latin America. Brian sold Unete to a publicly traded US telecom company in 2000. Brian was also the co-founder of Spotless LLC, an entertainment technology company that developed projection mapping technology for major live entertainment industries.

Brian has been involved in the workflow and BPM industry since he co-founded ProcessMaker in 2000. ProcessMaker is a leading open source BPM suite. The ProcessMaker BPMS has been recognized with numerous awards and pushes the bounds of BPM with a fundamental belief that process management can be simple, elegant, and easy to use.

Brian graduated magna cum laude from Duke University in 1993 and was awarded a Fulbright scholarship in linguistics in Ecuador in 1994.

WWW: https://www.processmaker.com
WWW: LI profile
Twitter: @breale
Twitter: @processmaker

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Global megatrends like climate change, demographic shifts, digital technologies, and AI significantly impact Business Process Management (BPM).

Impact of Megatrends on BPM:

• Climate Change:
  • Supply Chain Disruptions: Extreme weather events disrupt supply chains. We are seeing it everyday. Just look at how the wildfires in LA are going to affect the US economy in 2025 – $250 Billion in losses. Supply chains and processes are going to need to make major changes to adjust to this. Think of all the materials and labor that now need to be sent to California.
  • Regulatory Compliance: Regulation is changing constantly because of climate change and politics. Politics is probably the bigger driver, but it is reacting to climate change (or at least the news of climate change).
• Demographic Shifts:
  • Aging Workforce: Aging populations are changing the way businesses think about their processes. Workers are disappearing from the workforce, and companies see AI agent workforces as a solution to these changes.
  • Skill Shortages: Shifts in demographics can create skill gaps, requiring organizations to adapt processes to leverage available talent and potentially automate tasks.
  • Diverse Workforce: Managing a diverse workforce requires inclusive processes that accommodate different needs, communication styles, and cultural backgrounds.
• Digital Technologies:
  • Automation: Automation technologies like RPA and now Agentic AI are transforming processes. We are less than a few years away from AI being able to dynamically change its own processes on the fly to react to change. The idea of drawing a BPMN diagram will not exist by 2030.
  • Data-Driven Decisions: AI depends on data. Whoever has it wins. Period.
  • Customer Experience: Web 2.0 revolutionized customer experience. Apple capitalized on this. Now, all those beautiful interfaces will disappear. The interface won’t exist by 2030. Everything will be a command line controlled via voice and some text.
• AI:
  • Process Automation: AI will change the face of process automation as it will everything else. As I said above, BPMN diagrams won’t exist by 2030. Or, another way to say it – they will exist on the fly. It is similar for reporting. Reporting suites will cease to exist. Reporting exists to anticipate the needs of decision makers so they can reduce the complexity of the information they are analyzing. AI does not need this intermediate step. It can process the pure data and decide on the next best action in a process, for example.

How BPM Can Help Organizations Adapt

• Agility and Flexibility: BPM enables organizations to design and execute flexible processes that can quickly adapt to change, such as supply chain disruptions or shifts in customer demand.
• Data-Driven Decision Making: BPM+AI can provide data-driven insights into process performance, allowing organizations to identify areas for improvement and make better decisions
• Automation and AI Integration: AI will kill BPM, but for the next few years it will help it work much better. Sound familiar? The same will happen to humanity unfortunately.

Key Skills for BPM Practitioners in 2025

• Foundational: Practitioners should still master process modeling (BPMN, DMN), analysis.
• Advanced: It is becoming more important to gain advanced skills in AI/ML to understand where and how to apply it.
• Essential Behaviors: As always, teams need strong abilities in collaboration, communication, problem-solving, innovation, and results-orientation.

What are the Key Attitudes practitioners need?

• Adaptability: Embrace change and new technologies. Get ready for a roller coaster ride!
• Resilience: Overcome challenges and learn from setbacks. Realize you are going to need to retrain yourself much much faster.
• Sense of Humor – If you can’t laugh – why do it?

What are the best resources to learn those skills? (e.g. books, articles, courses)

I would recommend users start training on various Agentic AI platforms (Mindstudio, N8N, and many others). This way of thinking will greatly enhance BPM in the next couple of years. Although most of the BPM players (ProcessMaker included) have launched or are launching AI agents, it is useful to try them and build with them on the native AI agent platforms. Similarly, all the RPA platforms are building AI agent layers and even converting their entire business models to agentic AI models. However, I would recommend to start training on some of the native platforms. This technology will rather quickly merge with BPM, and then it will swallow BPM.

Which skills are no longer relevant or not practically applicable yet?

Building connectors and scripts by hand is a skill that will die in the next 24 months. I would not waste time learning to do a lot of manual coding. Also, building forms will die off as well. It is important to get good at the big picture business analysis and not get lost in the technical weeds of BPM implementation.

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Pedro Robledo

President and co-founder of the Spanish chapter of ABPMP International, Pedro Robledo stands out as a prominent figure with significant influence in Process Management, specializing in the BPM (Business Process Management) discipline. This influence is underscored by his substantial online following, boasting nearly 31,000 followers on LinkedIn. With over 23 years dedicated to advancing the knowledge of Business Process Management in Spain and Latin America, Pedro is a trailblazer in the field.

Currently serving as the Director of the Master’s Degree in BPM for Digital Transformation and the Director of the Master’s Degree in Strategic Process Management at the International University of La Rioja (UNIR), Pedro also imparts his expertise as a Professor of Innovation Management in UNIR’s MBA program. Focus now on the role of High-Performance AI Project Director in UNIR. Beyond academia, he acts as a BPM consultant, guiding organizations in their BPM initiatives, Digital Transformation endeavors, BPM maturity diagnosis, ROI calculations, supplier selection, and comprehensive training and advice on BPMN process modelling, CMMN and DMN decisions. His strategic guidance extends to offering roadmap advice for the progressive implementation of BPM and Enterprise Architecture.

As the Director of BPMteca, Pedro Robledo further contributes to the BPM landscape. A Computer Engineer from the Polytechnic University of Madrid, Pedro has honed his skills through leadership roles in multinational software companies, including Borland International, Ask Group, Computer Associates, Progress Software, Teamware, and Oracle.

Pedro’s commitment to excellence is evident in his role as a jury member for the international WfMC Awards for Excellence in BPM and Workflow, a position he held from 2013 until the conclusion of WfMC. He shares his wealth of knowledge on BPM and Digital Transformation through his blog, “The White Paper on Process Management” (http://pedrorobledobpm.blogspot.com.es/), and regularly contributes insights to various blogs and magazines. Pedro Robledo’s multifaceted contributions make him a leading authority in BPM, shaping the discourse and practices within the industry.

WWW: pedrorobledobpm.blogspot.com.es
WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Global megatrends are reshaping business landscapes, presenting both challenges and opportunities for organizations. These trends, which include digital transformation, sustainability, demographic shifts, deglobalization, and the rise of artificial intelligence (AI), are fundamentally altering how businesses operate, compete, and deliver value. Business Process Management (BPM) plays a pivotal role in helping organizations adapt to this rapidly changing reality.

Digitalization and AI’s Disruption

The acceleration of digitalization and the proliferation of AI technologies are driving innovation across industries. From the current state of Narrow AI (ANI) to potential advancements toward Artificial General Intelligence (AGI) in the coming years and eventually Artificial Superintelligence (ASI) in the more distant future, AI is revolutionizing workflows, enabling automation, enhancing decision-making, and uncovering new business opportunities. BPM provides the structure to seamlessly integrate these technologies into core operations, ensuring processes are optimized for efficiency, scalability, and resilience. Through process mining, predictive analytics, and intelligent automation, BPM helps organizations unlock the full potential of AI while aligning it with strategic objectives.

Sustainability and Environmental Responsibility

The growing emphasis on sustainability, fueled by stricter regulations and increased consumer awareness, requires organizations to transition toward greener operations. BPM helps align business processes with environmental goals by reducing waste, optimizing resource use, and embedding principles of the circular economy into workflows. By leveraging BPM to implement sustainable practices, organizations can not only meet regulatory requirements but also strengthen their brand reputation and attract environmentally conscious customers.

Demographic Shifts and Workforce Dynamics

Demographic changes, such as aging populations in developed nations and a growing young workforce in emerging markets, are reshaping labor availability and consumer preferences. BPM enables organizations to adapt to these shifts by fostering agility in workforce management, designing customer-centric processes tailored to diverse market needs, and leveraging AI to address talent shortages through automation. Additionally, BPM supports organizations in building inclusive strategies that reflect the evolving demographics of their workforce and customer base.

Deglobalization and Trade Reconfiguration

Geopolitical tensions and protectionist policies are prompting businesses to rethink global supply chains and prioritize resilience over cost efficiency. BPM helps organizations navigate these complexities by reconfiguring supply chain processes, diversifying sourcing strategies, and strengthening operational agility. By incorporating BPM frameworks, companies can enhance their ability to respond to trade disruptions, minimize dependency on single suppliers, and ensure supply chain continuity.

Cybersecurity and Digital Safety

The growing reliance on digital technologies exposes businesses to increased cybersecurity risks. BPM plays a key role in mitigating these threats by embedding robust security protocols into processes, enabling real-time monitoring, and ensuring compliance with global data protection standards. With BPM, organizations can enhance their cyber-resilience, protecting sensitive data and maintaining stakeholder trust.

BPM’s Role in Adapting to Megatrends

BPM provides a comprehensive framework to help organizations thrive amidst these global megatrends. By fostering agility, resilience, and innovation, BPM empowers businesses to align their processes with emerging challenges and opportunities. Whether integrating AI, achieving sustainability goals, adapting to demographic shifts, or navigating geopolitical complexities, BPM serves as the backbone for strategic transformation. Organizations that leverage BPM effectively will be better equipped to lead in this dynamic and disruptive era.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

In 2025, BPM practitioners will need a blend of advanced skills, innovative techniques, and adaptive behaviors to create value in a rapidly evolving business environment dominated by artificial intelligence (AI) and digital transformation. The rise of AI agents and the incorporation of generative AI into BPM tools will redefine how processes are designed, monitored, and optimized. Practitioners must develop expertise in leveraging AI technologies to enhance efficiency, automate complex workflows, and derive actionable insights. Proficiency in interpreting outputs from AI-driven tools such as process mining platforms and predictive analytics will be essential for identifying opportunities for improvement and mitigating risks.

A strong foundation in data literacy will also be indispensable. BPM practitioners must navigate vast amounts of data to validate AI models, ensure accurate outcomes, and guide AI systems to align with organizational objectives. As enterprise applications become more integrated with AI-powered BPM solutions, practitioners will need to master these platforms, understanding how to optimize and customize them to align with evolving business needs.

Beyond technical skills, the ability to collaborate effectively with AI systems and agents will define successful BPM professionals. Practitioners must adopt an open and innovative mindset, viewing AI not as a replacement but as a powerful partner that amplifies their capabilities. This requires a continuous learning attitude, staying up to date with advancements in AI, automation, and process management methodologies.

Ethical considerations will take center stage as BPM practitioners lead AI-driven transformations. Ensuring transparency, fairness, and accountability in process design will be critical, particularly in areas that impact employees and customers. Practitioners must balance technological capabilities with a deep understanding of human needs, maintaining a customer-centric approach that prioritizes delivering value through personalized, efficient, and seamless processes.

Effective communication and leadership will remain crucial. Practitioners will need to engage cross-functional teams, articulate the benefits of AI-driven BPM initiatives, and address concerns from stakeholders. This will demand strong persuasion skills, empathy, and the ability to build trust across diverse groups within an organization. Moreover, expertise in change management will be vital to navigate resistance and foster adoption during transitions.

In a world characterized by constant disruption and innovation, agility and resilience will be essential attitudes. Practitioners must adapt quickly to shifting market dynamics, technological advancements, and regulatory requirements, ensuring that processes remain relevant and effective. By combining technical mastery with human-centered leadership and a commitment to ethical and innovative practices, BPM practitioners can drive substantial value for their organizations in 2025 and beyond.

What are the best resources to learn those skills? (e.g. books, articles, courses)

To acquire the skills, techniques, and expertise necessary for effective BPM in 2025, there is an abundance of high-quality resources spanning books, courses, certifications, and practical training. These resources cater to the evolving landscape of BPM, particularly as AI technologies like autonomous agents and generative AI-enabled virtual assistants (VAs) become central to transforming organizational competitiveness.

To acquire foundational knowledge for BPM in 2025, it is essential to follow the works of renowned experts such as Michael Hammer, whose “Reengineering the Corporation” and Process and Enterprise Maturity Model (PEMM) remain central to process improvement. Geary Rummler and Alan Brache’s “Improving Performance” offers frameworks for aligning processes with organizational goals, while H. James Harrington’s “Business Process Improvement” emphasizes continuous improvement. Other key figures include Mathias Weske, author of “Business Process Management”, and John Jeston and Johan Nelis with “Business Process Management: Practical Guidelines”. Additionally, thought other leaders that they provide practical insights into adapting BPM for the digital age. These resources collectively lay the groundwork for BPM professionals to thrive in the evolving landscape of AI and automation. For those aiming to integrate AI into BPM workflows, resources like “Human + Machine: Reimagining Work in the Age of AI” by Paul R. Daugherty and H. James Wilson are invaluable for understanding how AI enhances human and organizational performance.

Online learning platforms such as Coursera, edX, and LinkedIn Learning remain essential for developing specialized skills.

Formal education tailored to BPM and digital transformation is also indispensable. Postgraduate programs, such as the Master’s Degree in Business Process Management for Digital Transformation or the Master’s Degree in Strategic Process Management at UNIR, provide holistic training across the BPM lifecycle, with a special focus on aligning business and technology, using Generativa AI in practice to empower BPM. These programs include coverage of BPMN/DMN standards, process mining, ROI analysis, and the implementation of AI-based tools. Certifications from international organizations like ABPMP International and OMG further enhance a professional’s credibility and adherence to global BPM standards.

As someone actively contributing to BPM education as the President of ABPMP Spain and the director of these UNIR programs, I emphasize the importance of learning-by-doing. My blog serves as a hub of resources for BPM practitioners, offering access to bibliographies, videos, articles, and event calendars to keep professionals updated on industry trends. In 2025 my blog also will address cutting-edge topics, including the transformative role of ANI, AGI, and ASI in BPM. My ongoing research into how autonomous agents, generative AI-enabled VAs, and other AI advancements can be applied to BPM ensures that I remain a trusted source for actionable insights into the future of BPM.

With over 30,800 LinkedIn followers, I am committed to sharing the latest breakthroughs, practical applications, and real-world case studies on how AI-driven BPM solutions enhance organizational competitiveness. By staying connected, practitioners gain exclusive access to curated insights that will shape their understanding of how BPM evolves in this AI-driven era.

Ultimately, combining formal education, international certifications, curated online courses, and insights from industry leaders ensures that BPM professionals are equipped to excel in 2025 and beyond. By leveraging these resources, practitioners can harness the full potential of generative AI and other advanced technologies to drive organizational success and innovation in a highly competitive landscape.

Which skills are no longer relevant or not practically applicable yet (hype)?

As we move into 2025, some skills and practices in BPM that were once considered essential are becoming less relevant or are being overtaken by emerging technologies. For example, traditional manual process mapping techniques that do not integrate digital tools are increasingly outdated, as process automation, AI-driven analysis, and advanced process mining offer more efficient, scalable alternatives. Similarly, knowledge of outdated process management tools that lack integration with AI or robotic process automation (RPA) is becoming less practical. While process design and modeling remain critical, the reliance on manual, paper-based documentation is being replaced by digital, cloud-based BPM solutions that facilitate real-time collaboration and adaptive workflows. In addition, old-school change management practices that don’t account for rapid, AI-powered transformations or fail to incorporate agile methodologies are also losing relevance. Another area losing its practicality is the overemphasis on traditional job roles that focus solely on process optimization without considering the integration of AI, IoT, and digital transformation strategies. As AI and autonomous agents begin to take on more process management roles, manual intervention in process decision-making and analysis will continue to decrease. In essence, BPM professionals must pivot towards skills that focus on integrating AI, automation, and data-driven decision-making, while moving away from legacy practices that lack the scalability and adaptability needed in today’s fast-paced, technology-driven business environment.

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Prof. Michael Rosemann

Dr Michael Rosemann is the Director of the Centre for Future Enterprise and a Professor for Information Systems at the Business School, Queensland University of Technology (QUT), Brisbane, Australia.
Dr Rosemann’s main areas of research are corporate innovation, revenue resilience, process management and trust management. His work is focused on creating compelling future worlds with today’s possibilities that make current practices obsolete. As a researcher and advisor to board rooms and senior executives he is committed to advancing research-informed knowledge and confidence in order to appreciate the emerging design space and to create an increased ‘sense of ambition’ and innovation appetite.
Dr Rosemann is the author/editor of ten books, more than 350 refereed papers in outlets such as MIS Quarterly, European Journal of Information Systems, Journal of Strategic Information Systems, Information Systems and Journal of the Association of Information Systems, Editorial Board member of ten international journals (incl. MISQ Executive) and co-inventor of US and European patents. His ‘Handbook of Business Process Management’ (with Prof. Jan vom Brocke, second edition) is a comprehensive consolidation of global BPM thought leaders. His publications have been translated into German, Russian, Portuguese and Mandarin. His latest book, ‘The New Learning Economy’ (with Martin Betts), has been published by Routledge in December 2022.
Michael provides advice related to performance, innovation, trust and process management to organisations and their executives from diverse industries including telco, banking, insurance, utility, retail, public sector, higher education, logistics and the film industry. He is also the Honorary Consul of the Federal Republic of Germany in Southern Queensland.

WWW: https://www.qut.edu.au/research/michael-rosemann
WWW: http://www.michaelrosemann.com/
WWW: LI profile
Twitter: @ismiro

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

It is indeed important to think broader than a purely technology-driven (AI) outlook on the immediate future of BPM. The trends mentioned here have two impacts: (1) They create a new set of requirements (demand-side of BPM), and (2) they provide new process design options (supply-side of BPM).

In terms of requirements, we are seeing a tremendous extension of the traditional time-cost-quality ambition that has characterized BPM for the last century. Sustainability and its embedded call for carbon reductions is now a firm requirement for business processes demanding extensions to the way we model, measure and mine processes. Adequate enhancements of BPM can help organisations with external reporting and compliance requirements (e.g., ESG).

Demographic changes include the new work movement, inclusive processes, and a focus on total experience design, customers and employees, when managing business processes. This demands extensions of current design practices. For example, organisations need to make their processes accessible to diverse customer cohorts and find ways to better understand employees’ desired process experiences. Preference-based workload allocation is one way for how tomorrow’s processes could be adopted to these changes – the Like-It button finally finds its way into internal workflows.

The rise of advanced technologies increases the need for processes to be responsible meaning reliable, transparent, explainable, fair, private, secure, contestable and accountable. We will see companies that will explore these attributes as the next source of their competitive process advantage. A process might not be the most efficient or streamlined one but stands out because of its degree of responsibility.

In terms of new design options, emerging low-code, highly capable technologies powered by analytical and generative AI will make process personalisation scalable. As a result, the common reductionist focus on process simplification will be enriched with a call for process sophistication. Omnichannel, truly elegant, proactive processes previously unaffordable will become reality. This will most likely occur in those digital industries in which processes are now indeed straight-through, friction free, cloud/mobile-first real-time processes. Here, transactional excellence is becoming a hygiene factor and BPM professionals will be tasked to find the next competitive benefit of BPM.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

A continuously maintained AI-literacy will be a key demand for BPM practitioners who need to unlock the next level of productivity gains, especially in processes where difficult and dangerous processes can be replaced with robotic solutions.

Trained lean six sigma experts will need to boost their data literacy to roll-out the data-hungry tools and methods they are so well trained in, but for a long time could not deploy due to their affordability. This also includes a wider uptake of ABC-costing which will benefit from being fed by process mining solutions.

Both of these trends will elevate a further, so far under-developed literacy: ethics. In her BPM 2024 keynote, Prof Flavia Santoro referred to ethics-first, moral transparency and ethics-as-a-process. The more previously unthinkable process designs become possible (can do), the more we need ethics literacy to be able to answer should we?

And as we democratize the design but also the use of processes, we will see an increased demand for conversational literacy to make the best use of new process interfaces enabled by generative AI.

A significant behavioural change will change will be the request for curiosity. As the frequency of new technologies, regulations and demand shifts is increasing, previous deductive knowledge (e.g., process improvement techniques) and inductive knowledge (e.g., evidence as derived from mined logfiles) might no longer be sufficient. As a result, abductive approaches will become more important – creating hypotheses and then testing their validity. The idea of process prototyping, minimum viable processes and A/B-testing processes is still in its infancy. However, I assume it will be the next significant set of skill/tool/datasets that becomes important as possibilities will become as relevant as problems.

What are the best resources to learn those skills? (e.g. books, articles, courses)

The key drivers for change for BPM will come from outside the narrow BPM domain. This means, BPM professionals need to (1) learn beyond BPM and (2) become a translator back to their BPM domain. There are plenty of potential avenues here ranging from new business models and ESG to the various facets of AI and related large language models. Combining any of these with solid BPM capability will surely lead to a contemporary, high-demand profile.

A valuable, but under-explored resource are comparative, better global practices. It stands out that many organisations, and entire countries, start digital process transformations literally from scratch following established (as-is/to-be) lifecycle models as opposed to identifying and then adopting already existing digital process practices. This is in particular the case in the public sector where we observe common process requirements, but idiosyncratic BPM initiatives.

The International Conference on Business Process Management (Seville, Spain) in the first week of September will be the gathering of global experts in 2025. An event not to be missed for anyone who wants to shape future processes with next generation tools and techniques. This event is also a great place to understand the BPM-related offerings provided by universities worldwide ranging from dedicated BPM degrees to micro-credentials.

Which skills are no longer relevant or not practically applicable yet (hype)?

The new skill requirements are largely additive and not a substitute. However, the 1.0 version of manual process design, labour-intensive lean six sigma, or manually training RPA engines will come to an end. In 2025, these approaches will be largely grounded in data using advanced BPM solutions.

At the beginning of the BPM hype curve, I see developments such as process model learning (large model sets autonomously capable of self-improvement) or reliable process model-to-video solutions in which process instructions are articulated in instructional videos tailored to its user base. We are also only at the beginning of truly contextual business processes where process change is triggered automatically by environmental changes.

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Michal Rosik

Michal Rosik, Microsoft / Minit is a former CPO at Minit, a process intelligence leader acquired by Microsoft in 2022. Now holding a PM architect role at Microsoft, shaping the form of Power Automate Process Mining, an AI first, robust, hyper-automation solution. In his free time, he is a passionate trail runner.

WWW: LI profile
WWW: https://www.microsoft.com/en-us/power-platform/products/power-automate
Twitter: @rosik

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

I see the fundamental role of process management in being a safe harbor for any organization in a rapidly changing world.

Years ago, BPM came and established order in the fuzziness of organizational ecosystems, helping them to cope with rapid changes. Today, technology in form of copilots and agents returns with even more fuzziness, unpredictability and non-determinism, and organizations feel the FoMO pressure.

This rings the same bell.

Today, fuzziness is not a bug, but an expected, even wanted feature. And even though process management is also not the same “good old BPM”, it’s role is even more important – to manage the non-determinism, control the unpredictable and give it a shape and form which will become a trusted partner in the enterprise.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

Even though the technological progress seems to be unstoppable, what did not change much, is what we still need to do to keep the pace.

Change the way we think and perceive the world/environment around us.

In short – what was top of mind last year:
[click for the answer from 2024 here]
stays and we just add building trust in newest tech (GenAI, Agents) to it.

Talking to enterprise customers initiated multiple discussions on determinism, predictability, reliability, replicability of outcome. What is our role in this?

Well, it seems it is not the tech itself, that is not reliable per se. It is how we use it, where and when we use it and how we combine it with traditional techniques to achieve the necessary level of trust that customers need, to rely on the outcomes.

What are the best resources to learn those skills? (e.g. books, articles, courses)

For gaining theoretical knowledge on relevant topics, start with platforms like Udemy, edX, Coursera. One of the most recent tips is an update on the Process Mining in Action course, dealing with Object Centric Process Mining, that is crisp out of oven at edX:
https://www.edx.org/learn/computer-science/rwth-aachen-university-bai-process-mining

For practical skills, just search on Medium and follow relevant authors:
https://medium.com

And I highly recommend following trends and news outside of the narrow BPM field, in other scientific areas, as this broadens the context, motivates innovation and initiates imagination and inspiration.

Business processes do not live in vacuum.

Which skills are no longer relevant or not practically applicable yet (hype)?

Both object centricity and agentic universe(s) make traditional process modelling techniques less accurate and more outdated. A bigger update in this area would soon be needed to accommodate to the new world view.

In other words, BPMN, DMN and CMMN can describe less and less of the business process reality we all live in.

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Serge Schiltz

Serge Schiltz is CEO and founder of processCentric GmbH, a European consulting and training firm focused on business process management. With his extensive practical experience as a senior consultant working with clients on their BPM challenges in different industries, he has been able to build a solid reputation over the past decades. Author, trainer, university lecturer and conference speaker in English, German and French. Member of OMG’s DMN Task Force and contributor to the OMG Certified Expert in BPM (OCEB) examination. He is also a Regional Director Europe for ABPMP.

WWW: https://www.processcentric.ch/en
WWW: LI profile

What is the impact of global megatrends such as climate change, demographic shifts, digital technologies, and AI on BPM, and how can process management help organizations adapt to this new reality?

Even more than in the last few years, I see AI as the key game changer. Digital technologies collect more and more data that we as humans don’t have the capacity to analyze any more. The increasing scarcity of skilled personnel adds to this and requires us to find intelligent ways of extracting valuable information from the mountains of data that we are being flooded with. AI systems offer the possibility to automate business processes that so far, we thought require human skills. This opens possibilities for delivering better service faster and at a lower cost to customers, despite the lack of skilled human resources, which is getting worse by the day.

However, I see that many colleagues have a too narrow view of how to build AI systems. There is a tendency to just throw a complex prompt at a Large Language Model (LLM), which often leads to mediocre results. You must understand your data, remove the noise, merge it with other data, present and/or visualize the results … In other words, you need to design a process for collecting, massaging, merging, processing, and presenting data. Will AI systems replace business processes? No, they are a perfect match and complement each other.

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

As a BPM practitioner, you must familiarize with AI technology, master it and identify ways of using it to enhance and automate business processes. This may not be obvious at the beginning, but think of it as just another tool or approach that will allow you to improve your business processes. It is not a panacea, but there are really cool tools around!

What are the best resources to learn those skills? (e.g. books, articles, courses)

Of course, there is a lot of literature and training on AI. Some are helpful, many very superficial. What you need to get is a deep understanding and hands-on experience. Currently, my preferred source are the training modules of Diogo Alves de Resende, a real expert in business analytics and data science.

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Jim Sinur

Jim Sinur is an independent thought leader in applying smart Digital Business Platforms (DBP), Customer Experience/Journeys (CJM), Business Process Management (BPM), AI, Automation (RPA), Low-code and Decision Management at the edge for enhanced business outcomes. His research and areas of personal experience focus on intelligent business processes, business modeling, real-time data feedback with heterogeneous data types, business process management technologies, smart process collaboration for knowledge workers, process intelligence/optimization, AI applied to business policy/rule management, IoT and leveraging business applications in processes. Jim was a contributor to Forbes in AI. Jim is also one of the authors of BPM: The Next Wave. His latest book is Digital Transformation. Innovate or Die Slowly. Jim is also working on a new book with others entitled “Winning at Digital Transformation with Process Modelling” Jim’s personal blog is approaching one million hits to date. Jim is also a well know digital and traditional artist. His recent adventures include songwriting. He is revisualizing his art and marketing his music with generative AI.

WWW: https://www.forbes.com/sites/cognitiveworld/people/jimsinur/
WWW: http://www.james-sinur.com/
WWW: http://jimsinur.blogspot.com
WWW: LI profile
Twitter: @JimSinur

What are the skills, techniques, behaviors, and attitudes that can help BPM practitioners create value for their organizations in 2025?

There are a number of skills that BPM folks could pick up as there are many in the middle of digital evolution assisted by AI, but my top seven would be the following:
1) Journey Mapping for Customers, Employees and Partners including touchpoint analysis and persona creation that crosses internal functional stovepipes. Outside-in Thinking.

2) Embedded Advanced Analytic and Visualization Capabilities. Process plus big, fast and dark process/data mining is growing to be more important. Decision Models will become more important as they integrate with process models. Strategic and situational modeling can be helpful in guiding agents and processes.
3) Agentic AI, Adaptive, Smart and Goal Driven Processes (often in Case Management and also Explicit Rule enabled) guided by guardrails and by process/data mining with real time feedback. Concentrating on Agents inside and outside a process or process snippets. Snippets and RPA bots are often candidates for converting into agents. Get ready for specialty agents such as broker agents.

4) AI Productivity Focused looking for opportunities to add automation or more smarts like Generative AI. Machine learning, Deep Learning and 17 other AI technology tributaries. See the 20 AI tributaries by clicking here. https://jimsinur.blogspot.com/2023/11/ai-tributaries-types-for-2024.htm

5) Cognitive Collaboration for Knowledge Intense Processes or Cases. AI Assistance for process resources is on the move right now. Leveraging learning AI software and Agents for knowledge building and simulating potential outcomes.

6) Signal and Pattern Detection at the edge (often needed for agility, IoT and business strategy). IoT integration is a new emerging theme. This can be taken to the level of digital twins and by merging control on the edge with central control.

7) Business Professional Process creation, adaptation, and optimization by leveraging lite BPM/workflow, Process/Data Mining utilizing Low code and generative AI.

Which skills are no longer relevant or not practically applicable yet (hype)?

While there are no skills that one should drop, there are several that are considered common and receding. My top three would be the following:
1) Central Control Only approaches with siloed skill sets. More lateral thinking is and collaborative control is needed today.

2) Water Fall Only project methods are taking a second seat to incremental development leveraging Generative AI, RPA and rapid experimentation. We are living in an emergent world with emergent responses required.

3) Large blocks of dumb frozen code are giving way to smart and instrumented components, micro services and late binding rules guided by constraints. Turn dumb code into adaptive agents where possible.

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Books about BPM in general

Business Architecture: Collecting, Connecting, and Correcting the Dots (by Roger Burlton)

Business Process Change: A Business Process Management Guide for Managers and Process Professionals 4th Edition (by Paul Harmon)

Business Process Management Cases Vol. 2: Digital Transformation – Strategy, Processes and Execution (by Jan vom Brocke, Jan Mendling, and Michael Rosemann)

Business Process Management: Profiting From Process (by Roger Burlton)

Elements (by Roger Tregear)

Faster Cheaper Better: The 9 Levers for Transforming How Work Gets Done (by Michael Hammer and Lisa Hershman)

Fundamentals of Business Process Management (by Marlon Dumas, Marcello La Rosa, Jan Mendling, and Hajo A. Reijers)

Handbook on Business Process Management 1. Introduction, Methods, and Information Systems and Handbook on Business Process Management 2. Strategic Alignment, Governance, People and Culture (by Jan vom Brocke and Michael Rosemann)

Holistic Business Process Management: Successful with BPMN 2.0 and OCEB 2 Fundamental (by Serge Schiltz)

OCEB 2 Certification Guide: Business Process Management – Fundamental Level (by Tim Weilkiens, Christian Weiss, Andrea Grass, and Kim Nena Duggen)

Process Precepts: Conversations about the process of management (by Roger Tregear)

Reimagining Management: Putting process at the center of business management (by Roger Tregear)

White Space Revisited: Creating Value through Process (by Geary Rummler, Alan Ramias, and Richard Rummler)

Books about process modeling
BPMN Quick and Easy Using Method and Style: Process Mapping Guidelines and Examples Using the Business Process Modeling Standard (by Bruce Silver)

Real-Life BPMN (4th edition): Includes an introduction to DMN (by Jakob Freund and Bernd Rücker)

Workflow Modeling. Tools for Process Improvement and Applications Development (by Alec Sharp and Patrick McDermott)

plus additionally DMN Method and Style: 3rd edition, with DMN Cookbook (by Bruce Silver)

Books about change management
While those books do not cover process management directly, they can be very useful source of inspiration, interesting techniques and great stories you can use in your BPM initiatives.

Switch: How to Change Things When Change Is Hard (by Chip and Dan Heath)

Smarter Faster Better: The Transformative Power of Real Productivity (by Charles Duhigg)

Do you have any more recommendations? Let me know in comments!

UPDATE: below you can see the YouTube recording and additional info about our demonstration.

What to expect from this edition of our capability demonstration? As always, were working together on a set of BPMN diagrams to show that different process modeling tools can work together seamlessly thanks to the BPMN XML – shared diagram interchange format.

This year, we covered more advanced elements of the BPMN specification:

• Boundary events
• Call Activities and
• Event Subprocesses

Our demo scenario is based on a process of handling credit application.

Recording of the event

 
Event started by introduction by Denis Gagné (chair of the BPMN MIWG). Denis introduced our group and companies participating in the demonstration, told about the importance of BPMN Interchange, and provided overview of what will be presented during the session and how it will all work.

You can see the slides below:

Around 7:30 Denis introduces first colleagues, who will be doing the modeling: Björn (from MID), Timotheus (from SAP Signavio), and Mattia (from ESTECO).

Now few things that may help you follow the event a bit easier. Since we are working on 3 different diagrams in parallel you can see how each participant performs his part and leaves, so that following person can import the diagram that was created, add more elements, export it and so on. In the video you can see how Denis acts as DJ switching between our screens to show you the most interesting parts.

For example: Björn’s part is from 7:55 when you see his start page with cute panda (by the way – the process architecture you can see is not part of the BPMN standard) and ends on 9:10 when you can see Timotheus with the part of the model he already created in the background. Timotheus finishes on 10:07 and Mattia takes over and starts modelling the third process from the start. His parts ends on 11:37 and Niall (from Camunda) takes over the model started by Björn. And so on

The tool part lasts till 25:58 when last part was finished by Simon (from Trisotech). In the last few minutes Denis provided summary of the event and introduced all participants to show again, so that you could see (nearly) all of us at once.

Each of us tried to provide a context of what we were doing, so you can watch the video above or if you prefer read the description below where I write what is happening in each process shown during the demo.

The main process (Customer Onboarding) was created by colleagues from: MID (with tool BPanda), Camunda, Software AG (ARIS), KnowProcess, and Trisotech.

As you can see, the logic is pretty clear: after the application is received, a credit score is automatically checked and business rules are used to decide how this application should be handled.

Safe applications get automatic confirmations. Very risky applications are automatically rejected. Cases that are not obvious require a manual check, which can lead to acceptance, rejection, or special handling for fraud.

In case you are wondering: originally when we planned to show automation as a part of this demonstration, there was also some DMN used in this business rule task, but finally, we decided it would take too long and participants would not be very happy.

Apart from the main flow of the process, we also have two event subprocesses used for handling timeouts and cancellation requests.

Now, it’s time to see what happens inside the “Manual check” diagram referenced from the Call Activity in the main process.

Manual Check process was created by: Cardanit (by ESTECO), CaseAgile, viadee, and BOC Group (with yours truly and ADONIS ).

The main flow is pretty easy: the employee needs to decide on the application. If it does not happen within 7 days, there is a timeout thrown. Yes – it is the same timeout that is handled in a main process.

However, that is not all. Apart from the main flow, we also have three event subprocesses (all non-interrupting). The first one deals with requesting documents. We will return to it in a second, since this Call Activity also has its own diagram.

The second one is meant to handle situations when we need to speed up a bit.

The last one (my favorite) is about fraud handling. If fraud is detected, an error is thrown. As you may expect, we will handle it with the boundary event “Fraud detected” in our main diagram.

Last but not least, the final diagram – Document request. It is the smallest one, so there were only two vendors involved: SAP Signavio and Omnitracker.

We do not have any event subprocesses here – only boundary events. The main flow is simple: when we need the documents, they need to be requested, and then we wait for an answer. Ideally, we get the documents and the process can finish. However, some customers may not deliver them right away, so we need the boundary events: one sends a daily reminder and the other triggers a call the customer after a week (we assume optimistically that it will suffice).

And that’s it If you have any questions about this event or the models we created let me know in comments.

As in the previous cases, after the demo I will also add more details to this post plus embed a recording.

If you want to see the diagram interchange live plus have a chance to ask questions to the members of BPMN MIWG register for the live event: https://streamyard.com/watch/dAGGy6KFzb9Y