At the same time I post this, I am posting a more lengthy note on why I do this blog. This blurbette didn't seem to fit in that piece, but it provides some context into my thinking about this bpm space, so it's related to that post. Anyway, here you go...

We compete in the poorly-named "Business Process Management" space. It is poorly named because, to me, business process management [lower case] is a business term that broadly describes an organization's discipline around understanding, executing and improving their business processes. It combines many, many tactics - some of which are technological - to achieve its ends. And you can absolutely do business process management regardless of whether you use a so-called Business Process Management [Upper Case] system.

At Lombardi, our goal is to understand the business discipline and deliver breakthrough tools that facilitate your progress as you travel through the various process maturity levels. Calling this "BPM software" is where we are today, but it is confusing because the success factors of any bpm project are way broader than just the technology.

Be sure you don't confuse "implementing bpm" with "buying and deploying a BPM product." They are two very different things...