BPM Is Not Process Drawing: Where Most Companies Get It Wrong

Real Market Problem

Across industries, Business Process Management (BPM) has been dangerously simplified. Many organizations believe that “doing BPM” means drawing flowcharts or producing BPMN diagrams. As a result, companies accumulate repositories full of documented processes that do not reduce costs, do not improve lead times, and do not increase operational predictability. BPM initiatives end up perceived as bureaucratic exercises rather than strategic assets.This misconception leads to frustration at the executive level. Leaders invest in BPM expecting measurable improvements, but all they receive are diagrams that quickly become outdated. The real problem is not the lack of effort—it is a fundamental misunderstanding of what BPM truly is.

Common Mistake / Myth

The most widespread myth in the market is simple but costly:“Once the process is documented, it is under control.”Documentation is static. Operations are not. Processes evolve daily due to volume changes, exceptions, system constraints, and human behavior. When BPM is reduced to documentation, it loses its core purpose: continuous process management.

Clear Technical Explanation

BPM is a management discipline, not a documentation activity. A mature BPM approach includes:Strategic alignment with business objectivesClear definition of process boundaries (start and end)Understanding the real process (AS IS)Redesign focused on value creation (TO BE)Controlled executionPerformance monitoring through KPIsAnalysis of deviations and bottlenecksContinuous improvement cyclesProcess modeling (often using BPMN) is only one artifact within this cycle. It enables shared understanding, governance, and decision-making—but it does not manage the process by itself.

Practical Example

Consider a company that maps its contract approval process. The BPMN diagram is accurate, approved, and well-designed. However, contract lead time remains excessive. An investigation reveals that approvals are stuck in email inboxes, exceptions are handled informally, and no one monitors cycle time.The process exists on paper but not in management practice. The issue is not modeling—it is the absence of operational governance.

Impact on Cost, Time, or Risk

When BPM is treated as documentation only:Bottlenecks remain hiddenRework becomes recurringOperational risks go unnoticedDecisions rely on perception instead of dataThis leads to invisible costs, inefficiencies, and erosion of trust in BPM initiatives.

Strategic Conclusion

BPM is not about drawing processes. It is about actively managing how work flows through the organization. Companies that confuse these concepts invest heavily and gain little. Those that understand BPM as a continuous discipline achieve sustainable efficiency.

by Vladimir Oliveira Lima