Too often you see people get caught up in trying to define what is not BPM, or to define more precisely what BPM is, in order to define other things that are not BPM.
It is just much more interesting to me, and to BP3, to focus on what kind of business value can be created with the many techniques available in BPM.? In defining BPM, we waste no time describing why it is "not six sigma" or "not workflow" or why it is not anything else.
We just focus on the outcomes BPM can achieve, and how.? It is a much more productive use of our energies.
While people argue the semantics and the corner cases, we're going to go right on solving business problems, and making customers happy.