Assessing strategic BPM objectives will be fairly easy for CFOs who understand the role that management processes can play in achieving both finance goals and broader organizational goals. But for some CFOs, the idea of integrating strategic, financial, and operational management systems will be new. For them, developing a BPM strategy may be a catalyst to initiate new ways of thinking about the future of the finance function in their organization.

Building consensus about the benefits of BPM requires a clear definition of the project's objectives and its value opportunities, including individualized benefits for specific functions. These potential benefits may include increasing the value the company realizes from its previous investments in ERP, CRM, and TQM by improving the visibility of -- and accountability for -- business process performance. Or they may be as simple as measuring the value that IT contributes through automation of business processes. Whatever its ultimate goal, the initiative must include rigorous processes for developing buy-in -- processes that engage key stakeholders in defining a compelling case for change.