CIOs across industries named the following top 12 priorities:

• Increasing enterprise growth
• Attracting and retaining customers
• Reducing enterprise costs
• Creating new products or services
• Delivering operational results
• Improving efficiency
• Improving profitability
• Attracting and retaining the workforce
• Improving marketing and sales effectiveness
• Expanding into new markets
• Improving governance, compliance, risk
• Implementing finance and management controls

Four of the top six priorities are process-related, process-driven, or processes themselves. Given this increasing importance of process management and governance for chief business executives, it is now more important than ever for any BPM-related initiative to have a governing body that sets goals, seeks visibility, and drives change at a level that is directed specifically at executive leadership of the organization. This importance, in summary, is the purpose of the BPM Center of Strategy.

Broadly, the domains of concern that fall under strategy can be organized as follows:

• Vision, goals, strategy, and KPIs for the overall BPM Initiative
• Organizational awareness, education, and advocacy
• Funding model for individual BPM initiatives
• Funding for governing body including both resource allocation and enablement
• Inventory of processes along the enterprise value chain2