An important aspect of a BPM CoE is to cultivate and elevate cultural awareness of BPM throughout the enterprise. Simply stated, cultural awareness means leading the charge for using BPM in areas of the organization that have not already embraced BPM.

This responsibility is perhaps the most important for the strategy element of the BPM CoE, second only to the “vision, goals, and strategy” mandate. The primary mission of the CoE, which is to shepherd enterprise-level BPM initiatives, cannot be accomplished without expanding the BPM footprint beyond its initial introduction to the business. This expansion is much more likely to be successful if it stems from a desire and confidence to use BPM to solve a real business problem, rather than by corporate mandate.

Increasing awareness, education, and general appetite for BPM should be reflected directly within the vision, goals, strategy, and KPIs that are defined by the Center of Strategy. This area is also where developing a plan or compiling artifacts does not address the gap by itself. The Center of Strategy must proactively and regularly engage key decision makers in the larger organization outside the BPM ecosystem with the express goal of greater BPM adoption. Adoption can be measured by KPIs that seek to measure the number of areas in the enterprise value chain that are using BPM as a prime driver.

Supporting activities might include reviews, education, and outsourcing tasks.