Business process management (BPM) is looked on by many organisations as the most effective way to gain control of bloated legacy processes, to realise dollar efficiencies, and as a way to innovate and even disrupt.
This can all be true. But like most other efficiency efforts it can and does frequently fail before it begins, through bad planning. Planning should be recognised as a creative, intellectual exercise. If it is only technique and method, even stellar performance in business analysis, project management, and execution can be an uphill battle.