As more enterprises continue to embrace business process management (BPM) to further improve business performance in the upward climb from these challenging times, the quest will increasingly push BPM beyond its initial focus on structured processes into more challenging, cross-boundary processes. In fact, by 2014, 40 percent of business managers and knowledge workers in Global 2000 enterprises will use comprehensive business process models to support their daily work, up from 6 percent in 2009.
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